Planning

Planning Planning is the process of determining the organization’s goals and objectives and selecting a course of action to accomplish them within the environment inside and outside the organization.

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Brainstorming Criticism is prohibited Freewheeling is encouraged and welcomed Quantity is wanted Combination and improvement sought

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Brainstorming Activities Castles in the sand Communication gaps Detective work Make it worse Playmates pretend

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Needs Assessment Collecting Data        

Demographic data User participation patterns Attitudes of employees Barriers to participation Predictions of future participation Appraisal of existing facilities and programs Health hazard appraisal Areas of improvement

Analysis of Data Implications Drawn from the Data Chapter 3, The Planning Process

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Needs Assessment Report Components Title page Executive summary Introduction to the needs assessment study purpose Overview of methods and procedures Results Conclusions, implications, and recommendations Chapter 3, The Planning Process

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Reasons for Planning Helps enterprise succeed Provides direction and sense of purpose Helps manager cope with change Contributes to the performance of other managerial functions

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Steps in the Planning Process Identifying internal and external connections and relationships  Development of a SWOT analysis chart  Strengths  Weaknesses  Opportunities  Threats Establishing objectives Developing premises Decision-making Implementing a course of action Evaluating the plan Chapter 3, The Planning Process

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Classification of Plans Functional plans    

Marketing Production Personnel Financial

Period of time  

Short range Long range

Frequency 

Standing versus single-use Chapter 3, The Planning Process

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Types of Plans Short Range Long Range Standing Single-use   

Budget Programs projects

Strategic Chapter 3, The Planning Process

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Objectives Objectives are predetermined and stated in advance. They describe future desired results toward which present efforts are directed. Objectives serve as     

Guidelines for action Constraints A source of legitimacy Standards of performance A source of motion Chapter 3, The Planning Process

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Pitfalls of Planning Delegation of planning function away from top management Top management becomes to involved Failure to clearly define and develop enterprise goals Failure to adequately involve major line managers Failure to actually use plan Top management makes intuitive decisions that conflict with formal plans.

Failure to creat a congenial and supportive climate for planning Assuming that comprehensive planning is something separate Creating a planning program that lacks flexibility and simplicity Fails to encourage creativity Top management fails to review and evaluate longrange plans

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Benchmarking Benchmarking is a process used to identify gaps between company A’s performance and other industry “best practices”.

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Common Steps in Benchmarking Determining what to benchmark Prepare a benchmark Gather data about similar organizations Select benchmark companies Collate all information and visit the companies Analyzed all data gathered and communicate the results Chapter 3, The Planning Process

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Manuals for Operations Scheduling Fitness Operations Emergency Inservice education Risk management Sales Marketing

Repair & Maintenance Human resources Fund-raising Employee benefits Special events Membership retention Recruitment & motivation of volunteers

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Effective Delegation Requires Delegator states a clear objective Delegator determines guidelines for the project Delegator sets the deadline for completion Delegator grants the person the authority to carry out the assignment Delegator sets the deadline for its completion Delegator decides best means for final report Chapter 3, The Planning Process

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Why Managers Fail to Delegate Nobody does it better Guilt Insecurity Lack of trust Takes time

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Transforming a group into a Team Management values individual initiatives High level of participation v. maintaining status quo Employees eager to learn Employees with a “we can solve anything” attitude Accountability is based on process and results

Performance management systems are aligned with and support teams Management is willing to walk and talk Strong team values are established

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