GENERAL RATIONALE FOR PLANNING

BY: EDUARDO B. ABONG JR.MAIED-IA

Plans to Projects

I. PlanningDetermining what needs to be done, by when and by whom,

to fulfill ones assigned responsibility.

A. Forecasting – a projection of what will happened a certain time.

B. Setting Objectives – a goal target or question to be achieved by a certain time.

C. Developing the Program – strategy to be followed and major actions to be taken to achieve or exceed objectives.

D. Developing your schedule – a plan showing when individual or group activities or accomplishments will be started and or completed.E. Developing a Budget – planned expenditures required to achieve or exceed objectives.

Plans to Projects

I. Planning

How to Budget Time:

- Concentrate on the essentials.

- Motivate yourself.

- Establish Deadlines.

- Be decisive.

- Learn to say “no.”

- Don’t fall into the telephone trap.

- Get into the pencil-and-paper habit.- Discourage interruptions.

- Listen attentively.

- Do it now.

- Look for shortcuts.

- Anticipate.

- Police the time at your disposal.

- Vary your activities on the job.

- Get an early start.

- Cultivate a healthy respect for your time.

Plans to Projects

I. Planning

F. Developing Policies – general guides for decision making and individual actions.• Define long-range purpose.• Define your managing philosophy.• Determine how each policy will be enforced.• Specify how exceptions to policy are to be handled.

G. Developing Procedures - a detailed method for carrying out a policy.• Develop standard procedures when significant gain or loss is at

stake• Make forms and instructions self-explanatory.• Get specialized assistance when an interdepartmental system

may be involved.• Give your key people as much freedom as possible to do their

work in their own way.

Plans to Projects

II. Organization

Design of the number and kinds of positions, along with corresponding duties and responsibilities, required achieving or exceeding objectives.

A. Developing Organization Structure

Developing an organizational structure involves defining the framework around which your business operates. By defining how the organization works, you more effectively choose leaders and make effective decisions. A clearly established structure helps employees resolve disputes and work together to achieve strategic goals.

Plans to Projects

II. Organization

B. Delegating Assigning Work, Responsibility, and Authority so Subordinates can make maximum use of their abilities.

• Implement your organization plan.• Avoid making routine decisions.• Get your subordinates’ recommendations.• Have your key people participate in meetings that you have with

your boss.• Avoid over delegating.• Think before you delegate:

- Find the man with unused abilities.- Delegate to a wide range of people, not just a selected few.- Find the “dark horse” – the not-so-obviously-qualified-person.- Find the man with a weakness.-Delegate to the problem employee.

Plans to Projects

II. Organization

• Make assignments flow smoothly and efficiency.- Present a clear picture of all facts.- Specify the importance of the assignment.- Check on and reassure the employee from time to time.- Tell the employee whom he must see to carry out the assignment,

inform the people he will have to contact.

Plans to Projects

III. LeadingImplementing and carrying out approved plans through

subordinates to achieve or exceed objectives.

A. Deciding making judgment about a course of action to be taken.

B. Communicating exchanging information with subordinates, associates, superiors, and others about plans, progress, and problems.C. Motivating encouraging subordinates to perform by fulfilling or appealing to their needs.

D. Staffing seeing that a qualified person is selected for each position.

E. Training (Developing People) Teaching individuals or groups how to fulfill their duties and responsibilities.

Plans to Projects

IV. ControllingMeasuring progress toward objectives, evaluating what needs

to be done, and then taking corrective action to achieve or exceed objectives.

A. Developing Standards a level of individual or group performance defined as adequate or acceptable.

• Keep your eye on the ball your primary objectives.• Give special attention to key problems and opportunities.• Have a regular meeting with your key people to measure, evaluate, and

correct performance of your people.• Use a control method that has minimum dependence on you.

• Prepare a brief job description for each of your positions.• Define measurable standards for each of your people in terms of quantity

and quality of performance.• Make sure each measurable standard is meaningful enough to stimulate

control action.• Determine who will do what and when to measure performance effectively

and economically.• Determine how your standards will be maintained.

Plans to Projects

IV. Controlling

B. Measuring Determining through formal and informal reports the degree to which progress toward objectives is being made. Check regularly to determine cumulative progress toward planned results.• Look for relationship between results.• Consider whether sufficient time has elapsed for results to be meaningful.• Meet with one or more of your key people to confirm reported data and to

try to define any problems involved.• Consider having one or more studies made to get detailed facts and

opinions.• Consider getting the ideas of associates, superiors, and or outsiders.• Expend only an economical amount of time and effort before deciding upon

appropriate action.

Plans to Projects

IV. Controlling

C. Evaluating

D. Correcting taking control action to correct an unfavorable trend to take advantage of an unusually favorable trend.

• Look for relationship between results.• Consider whether sufficient time has elapsed for results to be meaningful.• Meet with one or more of your key people to confirm reported data and to

try to define any problems involved.• Consider having one or more studies made to get detailed facts and

opinions.• Consider getting the ideas of associates, superiors, and or outsiders.• Expend only an economical amount of time and effort before deciding upon

appropriate action.

• Decide on action that will contribute toward achievement of your objectives.• Decide how you will get support for your action.

THANK YOU!