Plan and goal( Managerial Planning)

LET US PRAY

The Managerial Planning and Goal Setting

Reported by:Glenda P. Bautista

GOALPLAN?

Overview of Goals and Plans Goal A desired future state

that the organization attempts to realizes.

A future target or end result that an organization wishes to achieve.

A longer time horizon and use objective to refer.

A future end result .

Plan Blueprint specifying

the resource allocations, schedules and other actions necessary for attaining goals.

Means or devised for attempting to reach a goals.

Planning- The management function that involves setting goals and deciding how best to achieve them.

PURPOSES OF GOALS AND PLANS

1.Legitimacy2.Source of motivation and commitment3. Resource allocation4.Guide to action5.Rational for decisions6.Standard of performance

Provided from Internal and external messages Goals and Plans send

LegitimacyAn organization’s mission describes what the organization stands for and reason for existence.

Source of motivation and commitmentGoal and plans facilitate employees identification with the organization and help motivate them by reducing uncertainly and clarifying they should accomplish

Resource AllocationGoals help manager to decide where they need to allocate resources, such as employees, money and equipment.

Guide to ActionGoal and plans provides sense of direction.

Rationale for decisionsThrough goal setting and planning , managers learn what the organization is trying to accomplish.

Standard of performanceGoals define desired outcomes for the organization, they also serve a performance criteria.

GOALS IN ORGANIZATION

1. Operational plan-Department managers, tools for weekly or daily operationOperational goals- results expected from the department

2. Tactical plans- designed to help execute major strategic planTactical goals-apply to middle management and describe what to do

3. Strategic goals- broad statement where the organization’s what to be in the futureStrategic plans-define action steps by which the company intend to attained.

4. Mission- organization’s reason for existing

ORGANIZATIONAL MISSION

Organization’s reason for existingMissionFor Managers- a benchmark against which to evaluate success

For Employees- a mission statement defines a common purpose, nurtures organizational , loyalty, and fosters a sense of community among workers

For External Parties- help provides unique insight into the organization's value and future directions.

MISSION STATEMENT

A BROAD DECLARATION OF THE BASIC, UNIQUE PURPOSE AND SCOPE OF OPERATIONS

THAT DISTINGUISH THE ORGANIZATION FROM OTHER

OF ITS TYPE

To protect and promote the rights of every Filipino to quality, equitable cultured based and complete basic education where:Students learn in child friendly, gender sensitive, safe and motivating environment;Teachers facilitate learning and constantly nurture every learner;Administrators and staff as stewards of the institution, ensure an enabling and supportive environment for effective learning to happen:Family, community and other stakeholders are actively engage and share responsibility for developing lifelong learners.

DEPED MISSION

GO

ALS

A

ND

PLA

NS

STRATEGIC GOALS AND PLANSStrategic Goals

Where the organization wants to be in futurePertain to the organization as a whole

Strategic PlansAction steps used to attain strategic goalsBlue print that defines the organizational activities and resources allocationTends to be long term

GO

ALS

A

ND

PLA

NS

TACTICAL GOALS AND PLANSTACTICAL GOAL-

Apply to middle managementGoals that define the outcomes that major divisions and departments must achieve

TACTICAL PLANS-Plans designed to help execute major strategic plansShorter than time frame than strategic plan

GO

ALS

A

ND

PLA

NS

OPERATIONAL GOALS AND PLANS

OPERATIONAL GOALS-Specific and measurable resultExpected from departments, work groups, and individuals

OPERATIONAL PLANS-Organization’s lower levels that specify action steps toward achieving operational goalsTools for daily and weekly operationsSchedules are an important component

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Goal AttainmentG

OA

LS

A

ND

PLA

NS

Means-End Chain • Attainment of goals at lower levels permits the

attainment of high-level goals

• Traditional organizational responsibility

– Strategic = top management– Tactical = middle management– Operational = 1st line management & workers

GOAL ATTAINMENT

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Hierarchy of Goals

Operational Goals

Tactical Goals

Strategic Goals

Mission

Traditional Responsibility

Top Management

Middle Management

1st-line Management & Workers

•Shrinking middle management

•Employee empowerment

Employees

Today

CRITERIA OF EFFECTIVE GOAL SETTING

SPECIFIC AND MEASUREABLE

COVER KEY RESULT CHALLENGINGATTAINABLETIME LIMITEDRELEVANT

SPECIFIC AND MEASUREABLEGoals should be expressed in quantitative terms, such as increasing profits percentage.

COVER KEY RESULT AREASGoals cannot be set for every aspect of employee behavior or organizational performance

CHALLENGING BUT REALISTICGoal should be challenging but unreasonably difficult

DEFINED TIME PERIODGoal should be specify in time period over which they will be achieved.A time period is deadline stating the date on which goal attainment measured.

LINKED REWARDSThe ultimate impact of goals depends on the extent to which salary increase, promotion, and awards

Planning Types

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• Management by Objectives (MBO)

a method of management whereby managers and employees define goals for every department, project and person and use them to monitor subsequent information

MBO PROCESS/STEPS

Set goalsDevelop Action Plans

Review ProgressAppraise Over All Performance

Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.

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MBO Benefits and ProblemsBenefits of MBO

Manager and employee efforts are focused on activities that will lead to goal attainment

Performance can be improved at all company levels

Employees are motivated Departmental and

individual goals are aligned with company goals

Constant change prevents MBO from taking hold

An environment of poor employer-employee relations reduces MBO effectiveness

Strategic goals may be displaced by operational goals

Mechanistic organizations and values that discourage participation can harm the MBO process

Too much paperwork saps MBO energy

Problems with MBO

Planning Types

Single Use

Plans

Aim Achieving a special goal that once reached, will most likely not recur in the future

2 types of single use plans

1.Program2. Project

• Programs-plan for attaining a one time organizational goal

• Projects- attaining one time goal,part of a larger programs.

Types of single use plan

Planning Types

Standing Plans Provides on going

guidance for performing and recurring activities

1.Policy- General guide to action ex. CHILD PROTECTION POLICY2. Rules- Describes how a specific action is to be perform-Ex. SCHOOL RULES AND REGULATION3. Procedure- Precise series of steps to attain certain goal- Ex. PROCEDURES FOR HANDLING EMPLOYEE GRIEVANCES

Three Main Types Of Standing Plans

Planning Types

CONTINGENCY PLANS

Plans that define the company responses in specific situations such as emergencies, seatbacks or unexpected conditions

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• Identify Uncontrollable Factors– Economic turndowns– Declining markets– Increases in costs of supplies– Technological developments– Safety accidents

• Minimize Impact of Uncontrollable Factors– Forecast a range of alternative responses

to most-likely high-impact contingencies

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Planning for High Performance• Central Planning = Traditional

Department Group of planning specialists who develop plans for the organization as a whole and its major divisions and departments and typically report directly to the president or CEO

• Decentralized Planning = High-Performance Managers work with planning experts to develop their own goals and plans

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Planning for High Performance

• Planning comes alive when employees are involved in setting goals and determining the means to reach them

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