PLANNING TECHNICAL ACTIVITIES

THE NATURE OF PLANNING

 A plan is the output of planning , provides a methodical way of achieving desired results . The plan serves as a useful guide. Without the plan, some minor task may be afforded major attention which may, later on, hinder the accomplishment of objectives. To minimize mistakes in decision-making planning is undertaken

DEFINITION OF PLANNING

 the management function that involves

anticipating future trends and determining the best strategies and tactics to achieve organizational objectives. NICKELS AND OTHERS the selection and sequential ordering of task required to achieve an organizational goal. ALDAG AND STEARNS deciding what will be done, who will do it, where, when and how it will be done and the standards to reach it will be done. COLE AND HAMILTON

PLANNING AT VARIOUS MANAGEMENT LEVELS

Planning activities undertaken at various levels are as follows: TOP MANAGEMENT LEVEL strategic planning. MIDDLE MANAGEMENT LEVEL intermediate planning. LOWER MANAGEMENT LEVEL operational planning.

STRATEGIC PLANNING
refers to the process of determining the major goals of the organizational and the policies and strategies for obtaining and using resources to achieve this goal. The top management of any firm is involved in this type of planning. In strategic planning, the whole company is considered, specifically its objectives and current resources. The output of strategic planning is the strategic plan which spells out the decision about long-range goals and The course of action to achieve this goals.

INTERMEDIATE PLANNING
The process of determining the contributions that subunits can make with allocated resources. This type of planning is undertaken by middle management. Under intermediate planning, the goals of a subunit are determined and a plan is prepared to provide a guide to realization of the goals. The intermediate plan is designed to support the strategic plan.

OPERATIONAL PLANNING
The process of determining how specific task can best be accomplished on time with available resources. This type of planning is a responsibility of lower management. It must be performed in support of the strategic plan and the intermediate plan.

THE PLANNING PROCESS

The process of planning consist of various

steps Depending on the management level that performs the planning task. Generally, however, planning involves the following:

setting organizational, divisional, or unit goals developing strategies or tactics to reach those goals determining resources needed and setting standards

Setting Organizational, Divisional, or Unit Goals

- The first task of the engineer manager is to provide a sense of direction to his firm (if is the chief executive), to his division (if he heads a divisions), or to his unit (if he is a supervisor). The setting of goals provide an answer to the said concern. - Goals may be defined as the precise statement of result sought, quantified in time and in magnitude, where possible.

Developing Strategies or Tactics to Reach Goals

* After determining the goals, the next the next task is to devise some means to realize them. The ways to realize the goals are called strategies and this will be the concern of top management. The middle and lower management will adapt their own tactics to implement their plans * A strategy may be defined as a course of action aimed at insuring that the organization will achieve its objectives

# A tactic is a short-tern action taken by the management to adjust the negative internal or external influences. They are formulated and implemented in support of the firms strategies. The decision about short-term goals and courses are indicated in the tactical plan
# An example of a tactic is the hiring of contractual workers to augment the companys current workforce

Determining Resources Needed

When particular sets of strategies or tactics have been devised, the engineer manager will, then, determine the human and nonhuman resources require by such strategies or tactics. Even if the resource requirements are currently available, they must be specified

 The quality and the quantity of resources needed must be correctly determined. Too much resources in terms of either quality or quantity will be wasteful. Too little will mean loss of opportunities for maximizing income. To specify strategic requirements, a general statement of needed resources will suffice. The specific requirements will be determined by the different units of the company

Setting Standards
A quantitative or qualitative measuring device designed to help monitor the performance of people, capital goods, or processes The standards for measuring performance will be set at the planning stage. When actual performance does not match with the planned performance, corrections may be made or reinforcements.

TYPES OF PLANS
@ Plans are of different types. They must be classified in terms of functional areas, time horizon, and frequency of use.

Functional Area Plans

Plans may be prepared according to the needs of different functional areas. Among the types of functional area plans are the following:
Marketing plan this is the written or blue

print for implementing and controlling an organization marketing activities related to the particular marketing strategy

 Production plan states the quantity of

output a company must produce in broad terms and by product family

Financial plan summaries the current financial situation of the firm, analyzes financial needs, and recommends a direction for financial activities
Human Resources management plan indicates the human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the companys strategic plans

Plans With Time Horizon

Plans with time horizon consist of the ff:
Short

range plans cover a period of less than one year. First line supervisor are the mostly concern with this plans

Long-range plans cover a time of span of more than one year. This are mostly undertaken by the middle top management

Plans According to Frequency of Use

Standing Plans are use again and again and they focus on managerial situations that recur repeatedly. May be further classified as follows :
1. Policies they are broad guidelines to aid managers at every level in making decisions about recurring situations or function 2. Procedures - they are plans that describes the exact series of action to be taken in a given situation 3. Rules statements that either require of forbid a certain action

 Single-Use Plans specifically developed to implement courses of action that are relatively unique and unlikely to be repeated. Single-Use plans may be further classifies as follows
1. Budgets 2. Programs and

3. Projects

PARTS OF THE VARIOUS FUNCTIONAL AREA PLANS

The Contents of the Marketing Plan

The structure and content of marketing plans vary depending on the nature of the organization adapting them. William Cohen maintains that the following must be included in the marketing plan. 1. The Executive Summary which presents an over all view of the marketing project and that is potential. 2. Tale of Contents

3. Situational analysis and target management 4. Marketing objectives an goals 5. Marketing Strategies 6. Marketing Tactics 7. Schedules and Budget 8. Financial Data and Control

The Contents of the Production Plan

The production plan must contain the following : 1. The amount of capacity the company must have

2. How many employees are required 3. How much material must be purchased

The Contents of the Financial Plan

The components of the financial plan are as follows 1. An analysis of the firms current financial condition as indicated by the analysis of the most recent statements 2. A sales forecast 3. The capital budget 4. The cash budget 5. A state of pro forma or project financial statements 6. The external financing plan

The Contents of the Human Resource Plan

The human resource plan must contain the following:
1. Personnel requirements of the company 2. Plans for Recruitment and selection 3. Training plan 4. Retirement plan

PARTS OF THE STRATEGIC PLANS

 The strategic

plan must contain the

following: 1. Company or corporate mission 2. Objectives or goals 3. Strategies Company of corporate mission refers to the strategic statement that identifies why an organization exist, its philosophy of management, and its purpose as distinguish from other similar organization in terms of products, services and markets.

MAKING PLANNING EFFECTIVE

 Planning is done so that some desire result

may be achieve. At times, however, failure in planning occurs Planning may be successful if the following are observed : 1. Recognize the planning barriers 2. Use of aids to planning

 The planning barriers, according to Plunkett and Attner, are as follows:

1. 2. 3. 4. 5. Managers inability to plan Improper planning process Lack of commitment to the planning process Improper information Focusing in the present at the expenses of the future 6. Too much reliance on the planning department 7. Concentrating on only the controllable variables

 Among the aids to planning that may be used are: 1. Gather information as much as possible 2. Developed multiple sources of information 3. Involve others in the planning process

THANK YOU!
PREPARED BY:
JANORAS JENELLE J. JERESANO MYLENE LAYOSA KENNETH LAVILLA REYMOND