Planning and goal setting

Topic:
PLANNING AND GOAL SETTING.

1. PLANNING & GOAL SETTING

2. TOPICS: THE WHAT AND WHY OF PLANNING. GOALS AND PLANS. SETTING GOALS AND DEVELOPING PLANS. CONTEMPORARY ISSUES IN PLANNING.

3. Group: 04 presented to: Sir Kamran Sarwar NAME: Ali Hashim Tayyab Hassan Noroze Abbas Usama Arshad ROLL# BBA-2020-2017 BBA-2020-2018 BBA-2020-2021 BBA-2020-2031

4. THE WHAT AND WHY OF PLANNING. WHAT IS PLANNING? Planning is the process of thinking about the activities required to achieve a desired goal. Planning is based on foresight, the fundamental capacity for mental time travel. The evolution of forethought, the capacity to think ahead, is considered to have been a prime mover in human evolution . WHY DO MANAGERS PLAN? Managers have several reasons for formulating plans for themselves, their employees, and various organizational units: (1) to offset uncertainty and change; (2) to focus organizational activity on a set of objectives; (3) to provide a coordinated, systematic road map for future activities; (4) to increase economic efficiency; and (5) to facilitate control by establishing a standard for later activity.

5. PLANNING AND PERFORMANCE? Performance planning is a systematic and structured approach to successfully achieve the desired goals of an individual or team throughout the assessment year. ... The third is to identify and build on the competencies of an individual for doing the job. This helps in making employees more productive . GOALS AND PLANS: GOALS: A goal is an idea of the future or desired result that a person or a group of people envision, plan and commit to achieve. TYPES OF GOALS : There are two types of goals. 1. Stated Goals. 2. Real Goals.

6. Stated goals: Stated goals are what the company states to the public as the official mission. Stated goals are expressed objectives, found in an organization's yearly report, sanction, advertising declarations, and in public explanations made by managers. Real goals: REAL goals typically take focused and sustained effort to produce lasting results. The types of goals you work on with the REAL model often tackle the big and gnarly issues in your life. PLANS: Documents that outline how goals are going to be met.

7. TYPES OF PLANS: 1. STRATEGIC PLANS. 2. OPERATIONAL PLANS. 3. LONG-TERM PLANS. 4. SHORT-TERM PLANS. 5. SPECIFIC PLANS. 6. DIRECTIONAL PLANS. 7. SINGLE-USE PLANS. 8. STANDING PLANS.

8. SETTING GOALS AND DEVELOPING PLANS: Approaches to Setting Goals • Traditional goal-setting - an approach to setting goals in which top managers set goals that then flow down through the organization and become sub-goals for each organizational area • Means-ends chain - an integrated network of goals in which the accomplishment of goals at one level serves as the means for achieving the goals, or ends, at the next level. • Management by objectives (MBO) - a process of setting mutually agreed upon goals and using those goals to evaluate employee performance.

9. Steps in Goal-Setting: 1.Review the organization’s mission, or purpose. 2.Evaluate available resources. 3.Determine the goals individually or with input from others. 4.Write down the goals and communicate them to all who need to know. 5.Review results and whether goals are being met.

10. Developing Plans: Step 1: Consider business goals. Step 2 : Talk to your employees. Step 3 : Recognize potential vs. readiness. Step 4: Consider all types of training and development. Step 5: Create a plan for before, during and after.

11. Approaches to planning: Reactive planning: Reactive planning is an active attempt to turn back the clock to the past. The past, no matter how bad, is preferable to the present. And definitely better than the future will be. The past is romanticized and there is a desire to return to the "good old days." These people seek to undo the change that has created the present, and they fear the future, which they attempt to prevent. Inactive - present oriented Inactive planning is an attempt to preserve the present, which is preferable to both the past and the future. While the present may have problems it is better than the past. The expectation is that things are as good as they are likely to get and the future will only be worse. Any additional change is likely to be for the worse and should therefore be avoided

12. Preactive - predict the future Preactive planning is an attempt to predict the future and then to plan for that predicted future. Technological change is seen as the driving force bringing about the future, which will be better than the present or the past. The planning process will seek to position the organization to take advantage of the change that is happening around them. Proactive - create the future Proactive planning involves designing a desired future and then inventing ways to create that future state. Not only is the future a preferred state, but the organization can actively control the outcome. Planners actively shape the future, rather than just trying to get ahead of events outside of their control. The predicted changes of the preactive planner are seen not as absolute constraints, but as obstacles that can be addressed and overcome.

13. Contemporary issues in planning: Criticisms of planning: - Planning may create rigidity, - Plans cannot be developed for dynamic environments. - Formal plans cannot replace intuition and creativity. - Planning focuses manager’s attention on today’s competition, not tomorrow’s survival. - Formal planning reinforces today’s success, which may lead to tomorrow’s failure.

14. Effective planning in dynamic environment: - Develop planes that are specific but flexible. - Understand that planning is an ongoing process. - Change plans when condition warrant. - Persistence in planning eventually pays off. - Flatten the organizational hierarchy to foster the development of planning skills at all organizational levels.

15. THANK YOU VERY MUCH alhamdulillah.