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What is Planning

  1. What is Planning ? 1 management levels, from top to bottom.
  2. 2 Planning Choosing a goal and developing a method of strategy to achieve that goal
  3. 3 Planning reduces crisis management If you plan effectively there is less likelihood of any critical issues coming up. However, it is important to be prepared for unforeseen situations occurring and be prepared to sit back and plan again around any issues. 
  4. 4 Planning allows focus and personal energy direction. As you can appreciate, by establishing a focus through planning you will be able to channel your energy positively into reaching an outcome. Having a course of direction will assist you in accomplishing your tasks in a more timely and efficient manner.
  5. 5 Planning helps to eliminate • A) Bad habits • B) Fear of failure. If you stick to a plan you are more likely to break some bad habits you might have (ie surfing around the net without really accomplishing anything). By establishing a plan and sticking to it you are less likely to fail
  6. 6 Planning allows you to set priorities and focus on what is important.  Even within your plan you can prioritize your tasks so that items you think are more important than others can be actioned accordingly. You need to discover what is important to you and sometimes go through a few boring tasks in order to get to the exciting end result.
  7. 7 Planning provides the framework for informed decision making. By planning what you are going to do you will be establishing a framework and will be able to tick off items from your "to do" list as you go along. This is an extremely effective way to manage any tasks that you have.
  8. Benefits of Planning 8 Benefits of Planning Benefits of Planning Creation of Task Strategies Creation of Task Strategies Intensified Effort Intensified Effort DirectionDirectionPersistencePersistence
  9. How to Make a Plan That Works 9 Set Goals Set Goals Develop Commitment Develop Commitment Develop Effective Action Plans Develop Effective Action Plans Track Progress Toward Goal Achievement Track Progress Toward Goal Achievement Maintain Flexibility Maintain Flexibility Revise existing plan or Begin new planning process Revise existing plan or Begin new planning process
  10. S.M.A.R.T.S.M.A.R.T.S.M.A.R.T.S.M.A.R.T. SpecificSpecific MeasurableMeasurable AttainableAttainable RealisticRealistic TimelyTimely Setting Goals 10
  11. Developing Commitment to Goals 11 The determination to achieve a goal is increased by: – Setting goals through participation – Making goals reasonable – Making goals public – Obtaining top management support
  12. Developing Effective Action Plans 12 Specific StepsSpecific Steps PeoplePeople ResourcesResources Time PeriodTime Period An Action Plan Lists…
  13. Tracking Progress 13 Set…Set… Proximal GoalsProximal Goals Distal GoalsDistal Goals Gather and provide…Gather and provide… Performance Feedback Performance Feedback
  14. Planning or Doing? 14 • Planning takes many hours and much effort, time and effort that could be spent doing something. Is time spent planning time lost? No. • If planning involves predicting where an industry is going, and these predictions are merely guesses, as some managers think, what’s to be gained from planning? • Time spent planning is time spent learning. • Learning what? • To get better and faster at predicting industry outcomes and setting standards. Source: “Planning Not to Learn,” Fast Company, available online at
  15. 15 Planning Cycle The Planning Cycle brings together all aspects of planning into a coherent, unified process
  16. Analysis of Opportunities Identify Aim Explore Options Selection of Best Option Detailed Planning Plan Evaluation Closure of Plan Feedback 16
  17. 17 Analysis of Opportunities The first thing to do is to do is to spot what needs to be done. You will crystallize this into a formal aim at the next stage in the process. One approach to this is to examine your current position, and decide how you can improve it. There are a number of techniques that will help you to do this:
  18. 18
  19. 19 Identifying your Goals Once you have completed a realistic analysis of the opportunities for change, the next step is to decide precisely what the aim of your plan is. Deciding and defining an aim sharpens the focus of your plan, and helps you to avoid wasting effort on irrelevant side issues.
  20. 20 Ask Yourself What do I want the future to be? What benefit do I want to give to my customers? What returns do I seek? What standards am I aiming at? What values do I and my organization believe in?
  21. Planning for Durga Puja 21
  22. Planning a Vaccation 22
  23. Planning to buy a House 23
  24. Daughter’s Marriage 24
  25. Planning for Retirement 25

Hinweis der Redaktion

  1. Planning is choosing a goal and developing a method or strategy to achieve that goal. Are you one of those naturally organized people who always makes a daily to-do list, who always writes everything down so you won’t forget, and who never misses a deadline because you keep track of everything with your handy time-management notebook or your palm pc? Or are you one of those flexible, creative, go-with-the-flow people who dislike planning and organizing because it restricts your freedom, energy, and performance? Some people are natural planners. They love it and can only see the benefits of planning. However, others dislike planning, and can only see its disadvantages. It turns out that both views are correct. Planning has advantages and disadvantages.
  2. Planning offers the benefits, as shown on this slide. First, managers and employees put forth greater effort when following a plan. Take two workers. Instruct one to “do his or her best” to increase production, and instruct the other to achieve a 2 percent increase in production each month. Research shows that the one with the specific plan will work harder. Second, planning leads to persistence, that is, working hard for long periods. In fact, planning encourages persistence even when there may be little chance of short-term success. The third benefit of planning is direction. Plans encourage managers and employees to direct their persistent efforts toward activities that help accomplish their goals and away from activities that don’t. The fourth benefit of planning is that it encourages the development of task strategies. After selecting a goal, it’s natural to ask, “How can it be achieved?” Finally, perhaps the most compelling benefit of planning is that it has been proven to work for both companies and individuals. On average, companies with plans have larger profits and grow much faster than companies that don’t. The same holds true for individual managers and employees. There is no better way to improve the performance of the people who work in a company than to have them set goals and develop strategies for achieving those goals.
  3. Planning consists of the steps listed on this slide.
  4. Step 1: Set Goals The first step in planning is to set goals. Goals need to be specific and challenging, to provide a target for which to aim and a standard against which to measure to success. One way of writing effective goals is to use the S.M.A.R.T. guidelines.
  5. Step 2:Goal commitment is the determination to achieve a goal. Commitment to achieve a goal is not automatic. Managers and workers must choose to commit themselves to a goal. So how can managers bring about goal commitment? The most popular approach is to set goals participatively. Rather than assigning goals to workers (“Johnson, you’ve got ‘til Tuesday of next week to redesign the flex capacitor so it gives us 10 percent more output”), managers and employees choose goals together. The goals are more likely to be realistic and attainable if employees participate in setting them. Another technique for gaining commitment to a goal is to make the goal public. Another way to increase goal commitment is to obtain top management’s support. Top management can show support for a plan or program by providing funds, speaking publicly about the plan, or participating in the plan itself.
  6. The fourth step in planning is to track progress toward goal achievement. There are two accepted methods of tracking progress. The first is to set proximal goals and distal goals. Proximal goals are short-term goals or subgoals, whereas distal goals are long-term or primary goals. The idea behind setting proximal goals is that they may be more motivating and rewarding than waiting to achieve far-off distal goals. The second method of tracking progress is to gather and provide performance feedback. Regular, frequent performance feedback allows workers and managers to track their progress toward goal achievement and make adjustments in effort, direction, and strategies.