Planning is the most fundamental managerial function because it sets the direction for organizing, leading, controlling, and staffing an organization. Effective planning prepares organizations for the future by assessing goals and how to achieve them. There are three types of plans - strategic plans outline steps for the organization's goals over multiple years, tactical plans focus on goals for divisions over one year or less, and operational plans are used by managers to accomplish responsibilities and support tactical plans. Planning provides direction, focus on objectives, a basis for teamwork, ability to anticipate problems, guidelines for decision making, and is a prerequisite for other management functions.

1. PERENCANAAPERENCANAA
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BAB 4BAB 4

2. PENDAHULUANPENDAHULUAN
Planning is believed to be the mostPlanning is believed to be the most
fundamental of the managerialfundamental of the managerial
functions because all other functions,functions because all other functions,
including organizing, leading,including organizing, leading,
controlling and staffing, stem fromcontrolling and staffing, stem from
the planning function.the planning function.

3. Planning preparesPlanning prepares
organizations for tomorrow,organizations for tomorrow,
today by assessing what antoday by assessing what an
organization wants toorganization wants to
accomplish and how it willaccomplish and how it will
go about achieving that goal.go about achieving that goal.

4. A goal is a desired future stateA goal is a desired future state
that the organization attemptsthat the organization attempts
to realize.to realize.
Goals are important becauseGoals are important because
an organization exists for aan organization exists for a
purpose.purpose.
GoalsGoals

5. Plans commit individuals,
departments, organizations,
and the resources of each to
specific actions for the
future.

6. Goals specify futureGoals specify future
ends; plans specifyends; plans specify
today's means.today's means.
PlanningPlanning incorporates:incorporates: determining thedetermining the
organization's goals and defining theorganization's goals and defining the
means for achieving them.means for achieving them.

7. Effectively designed organizational goals
fit into a hierarchy so that the
achievement of goals at low levels
permits the attainment of high level goals.‐
This process is called a means ends‐
chain because low level goals lead to‐
accomplishment of high level goals.‐

8. Planning allows managers thePlanning allows managers the
opportunity to adjust to the environmentopportunity to adjust to the environment
instead of merely reacting to it.instead of merely reacting to it.
Planning increases the possibility ofPlanning increases the possibility of
survival in business by activelysurvival in business by actively
anticipating and managing the risks thatanticipating and managing the risks that
may occur in the future.may occur in the future.

9. Planning not onlyPlanning not only
provide directionprovide direction
and a unity ofand a unity of
purpose forpurpose for
organizations, itorganizations, it
also answers sixalso answers six
basic questions:basic questions:
What needs to beWhat needs to be
accomplished?accomplished?
When is the deadline?When is the deadline?
Where will this be done?Where will this be done?
Who will be responsible forWho will be responsible for
it?it?
How will it get done?How will it get done?
How much time, energy,How much time, energy,
and resources are requiredand resources are required
to accomplish this goal?to accomplish this goal?

10. PENGERTIAN
PERENCANAAN
The process of
thinking about and
organizing the
activities required
to achieve a
desired goal.
The part of
management
concerned with creating
procedures, rules and
guidelines for achieving
a stated objective.

11. The process of
assessing an
organization's
goals and
creating a
realistic,
detailed plan of
action for
meeting those
goals.
The planning process (1)
identifies the goals or
objectives to be achieved,
(2) formulates strategies to
achieve them, (3) arranges
or creates the means
required, and (4)
implements, directs, and
monitor all steps in their
proper sequence.

12. MENGAPA PERENCANAAN?MENGAPA PERENCANAAN?
Managers can
examine critical
issues facing the
organization
A manager can set
explicit guidelines for
decision-making when
done in advance.
A manager is able
to be more
proactive than
reactive in
decisions.
Planning increases
the likelihood of long-
term survival of an
organization.

13. A manager can
focus attention on
organizational goals
and results.
A manager is able
to create ownership
of the plan and
develop a team.
A manager can provide
a sense of direction,
vision, rationale and
purpose for the plan.
A manager can create
a competitive
advantage by taking
the time to plan.

14. KEUNTUNGAN ADANYA
PERENCANAAN
Gives an
organization
a sense of
direction.
Without plans andWithout plans and
goals, organizationsgoals, organizations
merely react to dailymerely react to daily
occurrences withoutoccurrences without
considering what willconsidering what will
happen in the long run.happen in the long run.

15. Focuses
attention on
objectives
and results.
Plans keep thePlans keep the
people who carrypeople who carry
them out focused onthem out focused on
the anticipatedthe anticipated
results.results.
In addition, keepingIn addition, keeping
sight of the goal alsosight of the goal also
motivatesmotivates
employees.employees.

16. Establishes
a basis for
teamwork.
Diverse groupsDiverse groups
cannot effectivelycannot effectively
cooperate in jointcooperate in joint
projects without anprojects without an
integrated plan.integrated plan.

17. Helps
anticipate
problems
and cope
with
change.
When management plans,When management plans,
it can help forecast futureit can help forecast future
problems and make anyproblems and make any
necessary changes upnecessary changes up
front to avoid them.front to avoid them.
Planning helps toPlanning helps to
minimize mistakes andminimize mistakes and
reduce the “surprises” thatreduce the “surprises” that
inevitably occur.inevitably occur.

18. Provides
guidelines
for
decision
making.
Decisions are future‐Decisions are future‐
oriented. If managementoriented. If management
doesn't have any plansdoesn't have any plans
for the future, they willfor the future, they will
have few guidelines forhave few guidelines for
making current decisions.making current decisions.
Plans help bothPlans help both
managers and employeesmanagers and employees
keep their eyes on the bigkeep their eyes on the big
picture.picture.

19. Serves as a
prerequisite
to employing
all other
management
functions.
Planning is primary,Planning is primary,
because withoutbecause without
knowing what anknowing what an
organization wants toorganization wants to
accomplish,accomplish,
management can'tmanagement can't
intelligently undertakeintelligently undertake
any of the other basicany of the other basic
managerial activities:managerial activities:
organizing, staffing,organizing, staffing,
leading, and/orleading, and/or
controlling.

20. MACAM PERENCANAAN
Three major types
of plans can help
managers achieve
their
organization's
goals: strategic,
tactical, and
operational.
Operational plans
lead to the
achievement of
tactical plans, which
in turn lead to the
attainment of strategic
plans.

21. An operational plan
is one that a
manager uses to
accomplish his or
her job
responsibilities.
Supervisors, team
leaders, and
facilitators develop
operational plans to
support tactical
plans
Operational plans can
be a single use plan or‐
an ongoing plan.
Operational plans

22. Single use‐
plans apply
to activities
that do not
recur or
repeat.
A budget is a
single use plan because it‐
predicts sources and
amounts of income and how
much they are used for a
specific project.
A special sales program
is a single use plan‐
because it deals with the
who, what, where, how,
and how much of an activity
Examples:

23. Continuing or
ongoing plans
are usually made
once and retain
their value over a
period of years
while undergoing
periodic revisions
and updates.
Examples:
A policy provides a broad
guideline for managers to follow
when dealing with important
areas of decision making.
A procedure is a set of step by‐ ‐
step directions that explains
how activities or tasks are to be
carried out.
A rule is an explicit statement
that tells an employee what he
or she can and cannot do.

24. Tactical plans
A tactical plan is
concerned with what
the lower level units
within each division
must do, how they
must do it, and who
is in charge at each
level.
Tactical plans are concerned
with shorter time frames and
narrower scopes than are
strategic plans.
These plans usually span
one year or less because
they are considered short‐
term goals

25. Strategic plans
A strategic plan is
an outline of steps
designed with the
goals of the entire
organization as a
whole in mind, rather
than with the goals
of specific divisions
or departments.
Strategic planning begins with
an organization's mission.
Strategic plans look ahead over the
next two, three, five, or even more
years to move the organization from
where it currently is to where it wants
to be.
Top management's strategic plan for
the entire organization becomes the
framework and sets dimensions for
the lower level planning.