CHAP 8
Planning: the process of setting objectives & determining how best to accomplish them.
Why and how managers plan
1. Importance of planning
Planning – to set the direction
• Decide where you want to go
• Decide how best to go about it
Organizing – to create structures
Leading – to inspire effort
Controlling – to ensure results
• Measure performance
• Take corrective action
2. Planning process
- Objectives & goals are specific results or desired outcomes that one intends to achieve.
- A plan is a statement of intended means (Phuong tien du dinh) for accomplishing
objectives.
- Planning is an ongoing process, done continuously while dealing with an otherwise busy
& demanding work setting
Define your objectives – identify desired
outcomes or results in very specific ways
Determine where you stand vis-à-vis
objectives – evaluate current
accomplishments relative to the desired
results
Develop premises regarding future
conditions – anticipate future events
Analyze alternatives & make a plans – list &
evaluate possible actions
Implement the plan & evaluate results – take
action & carefully measure your progress
toward objectives
3. Benefits of planning
- Planning improves focus and flexibility: An organization with flexibility is willing to &
able to change & adapt to shifting circumstances without losing focus, & it operates
toward the future rather than the past.
- Planning improves action orientation:
Action oriented keeping a results-driven sense of direction
Priority oriented making sure the most important things get first attention
Advantage
ensuring that all resources are used to best advantage
oriented
anticipating problems & opportunities so they can be best
Change oriented
dealt with.
- Planning improves coordination and control: Objectives & standards for measuring how
things are going & identifying what could be done to make them go better
Planning Control
The follow-through to ensure that things work out as planned
=> It’s a lot easier to spot when things aren’t going well and make the necessary
adjustment
4. Planning and time management: in daily living and in management, it is important to
distinguish between:
Top priority High priority
(must do) (should do)
Low priority No priority
(would be nice to (really do not need
do) to do)
Types of plans used by managers
1. Long-range and short-range plans
2. Strategic and tactical plans: a vision classifies the purpose of the organization and
expresses what it hopes to be in the future
Strategic plans identify long-term direction for the organization
- Set board action directions
- Create a frame reference for allocating resources for maximum performance impact
Tactical plans are developed
and used to implement all or
parts of strategic plans
Nhiều tactical -> strategy
Top
managers
Middle
managers Tactical plans: in business often take the
form of functional plans that indicate
how difference components of the
First-line managers
enterprise will contribute to the overall
strategy
Non-managerial workers
• Production plans – dealing with work methods & technologies.
• Financial plans – dealing with money & capital investments.
• Facilities plans – dealing with facilities & work layouts.
• Logistics plans – dealing with suppliers & acquiring resource
inputs.
• Marketing plans – dealing with selling & distributing goods or
services.
• Human resource plans – dealing with building a talented
workforce.
3. Operational plans: guide behavior & describe what needs to be done in the short term to
support strategic & tactical plans.
- Standing plans like policies & procedures that are used over & over again.
- Single-use plans like budgets that apply to one specific tasks or time period
4.
Takeaway 4 (quan trọng)
1. Goal setting
Specific
Desired outcomes clear
to anyone
Attainable Timely
Realistic, possible to Linked to due date &
accomplish Great timetable
goals
Challenging Measurable
Include “stretch,” focused on No doubt when
doing better accomplished, or missed
2. Goal alignment
- Goal set everywhere in the organization should ideally help advance its overall mission
of purpose (những người chức vụ nhỏ vẫn nên biết về mục tiêu của công ty)
- Goal alignment: the process by which you keep your workforce working towards your
company’s overall goals
- The conversations between team leaders (supervisors) & team members (subordinates)
should result in agreements on:
(1) Performance objectives for a given time period
(2) Plans through which they will be accomplished
(3) Standards for measuring whether they have been accomplished
(4) Procedures for reviewing performance results
=> Management by objective (MBO) (Peter Drucker)
Goal alignment between team leader & member
Jointly plan Individually set Jointly control
Set objectives Perform tasks Review results
Set standards (member) Discuss implications
Choose actions Provide support Renew cycle
(leader)
3. Participation and involvement
Define planning
objectives
Determine where
Implement plans
things stand vis-à-vis
& evaluate results
objectives
Identify Develop
action premises
alternatives regarding future
& make plans conditions
