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Planning: Important component in organizations
2006-04-14 08:31:51
By Grayson Farah
Planning is nothing more than a process of preparing a set of decisions for action in future.
From this definition, the essential features of planning are conveyed by the three words; process, decisions and future.
Planning has got several benefits attached to it. Planning helps a manager work effectively towards the completion of goals and objectives. Planning also simplifies the task of management.
When the overall aim is established it is easier to fit all the constituent parts together.
Planning helps a manager know where he is going. He then stands a better chance of getting there.
It also helps subordinates know what is expected of them. Planning enables a manager to make better decisions.
A plan is like a route map, not only do you know where you are going but you are able to check your progress along the way.
If peers and subordinates are involved in the planning process, it builds a better team.
With the process of planning there are some obstacles that might hinder this process and some people have a different perspective of the whole process of planning.
There might be not enough time for planning because of the pressure of work that will be too much. Planning involves thinking and thinking is not working.
Some managers prefer to deal with situations as they come than to plan beforehand.
Also some believe in fire fighting as they it is exciting and has immediate reward.
The results of plans are often not seen for some time.
If you are fairly successful as a manager without planning there seem to be very few benefits from all that effort to plan.
Many managers do not like to be tied down to plan, they prefer to ’play it by ear’.
Some managers do not like to commit themselves to goals and actions against which their performance can be judged.
When planning it is important to have some set objectives before.
An objective is a clear description of the intended result or desired outcome.
Having defined an objective, it becomes essential to highlight here that the accomplishment of results is measured on the basis of the objectives established, hence the need to be explicit.
The timing of setting objectives is essential. Objectives should be set at a time the activity is assigned so that the subordinates know exactly what is expected in terms of quality, time and cost.
It is always considered best to have subordinates participate in setting objectives.
This has the advantage that set targets which are to be implemented by subordinates are realistic.
It further helps assure that the subordinates will understand and strive towards the objectives.
The following may assist in setting objectives at the micro-level.
Objectives must be kept in writing. This will facilitate further review or approval by the departments. Objectives must be kept simple and specific.
It helps in getting objectives understood. Specify a target date for accomplishment.
Keep objectives measurable, realistic, attainable but challengeable to the subordinates.
After setting up the objectives knowing the path that has to be taken the next step will be make sure that before sitting down and prepare a plan there is need to take a look at where we are in relation to where we want to be.
There will be choices to make regarding which route has to be taken and there will be factors that will help in reaching the objectives and factors that will hinder the process.
These factors may be in our immediate organization or in the macro environment.
There is also need to improve our problem solving and decision making abilities so that we are better able to make the right choices.
The process of problem solving involves; defining and stating the apparent problem, collection of the facts, analysis and evaluation of the facts, generation of possible solutions, evaluation of them and anticipation of the likely consequences, choosing the best option, if possible testing solution before implementation and a follow-up.
Having set objectives and analysed the situation, plans can now be developed in a variety of forms.
Firstly through policies. A directive commanding that prescribed action be taken.
This is directed to accomplish results. The plan can also be implemented through procedures, programmes or forecasts.
Using the objectives and standards established, a plan can be now drawn that will enable you to achieve the objectives.
A programme for the activities in a logical order must be set up. From the programme priorities will be established.
Deadlines for each activity will help in evaluating the success of both the objectives and the plan.
There is also need to assign responsibility for each activity.
The most crucial part of planning is the implementation stage.
After the plans have been developed they can now be acted upon.
The following key points will help the implementation stage.
Briefing the people together so as to start from the same level.
Don’t just send the plan to people and expect them to get on with it, brief them face-to-face.
If several people are involved, brief them all at the same time otherwise they will not have the same detail. Gain commitment.
You want them to be commited to your plan therefore you may have to sell it to them.
Deal with problems, listen to what they have to say, watch their body language. Confirm.
Give each person a copy and if necessary follow-up any verbal instructions in writing.
With the plan action it is critical for the leaders to constantly check out availability of essential resources such as essential supplies, delivery schedules, manpower utilization and the total budgetary variances between the budgeted and actual expenditure.
Measuring and evaluating progress is all about managerial control.
Control is all about; setting objectives and standards, measuring actual performance against planned performance, and taking corrective action on any variations.
Control is not something that is done as an after thought once the plan has been implemented.
It should be built into the original plan. Every plan has a logical sequence of steps.
Measuring progress is again important in new plans because quite often these new plans may require additional training or close guidance and supervision, on the part of people required to implement them.
The final step comes into play if there is variation between the planned objectives and the actual results or if there are problems affecting the smooth implementation of the plan.
Before taking corrective action, it is essential to gather as many facts as possible, check the facts and select the most appropriate alternative solutions to the problems.
Corrective action may be to revise the plan. If we do not keep our plan up-to-date it is a dead document and utterly worthless.
Corrective action include; rewriting an objective, revising standards, changing the plan, amending the budget, giving a person further training and discipline.
If the planned result matches the actual result then no further action is required.
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