Process of determining how specific tasks can best be accomplished on time with available resources

Chapter Three – Planning Technical Activities

Learning Outcomes:

At the end of the session, the student is expected to:

1. To define planning and appreciate its importance in their profession.

2. To classify planning depending on the management level and its use.

Pre-test:

1. Why is planning an important activity for engineer managers?

Initiation:

If managing an organization is to be pursued vigorously, planning will constitute the most important

activity. Managers who plan are afforded with the opportunity to carefully analyze situations which

directly contribute to effective decision-making

The engineer manager, regardless of his management level, will have to devote some his time to

planning. Why and how to make plan is to be discussed in this chapter.

Discussion:

I. Introduction

- A plan provides a methodical way of achieving desired results. It serves as a guide

in the implementation of complex activities.

- Various expert defines planning as follows:

i. “The management function that involves anticipating future trends and

determining the best strategies and tactics to achieve organizational

objectives.” – Nickels et.al.

ii. “The selection and sequential ordering of tasks required to achieve and

organizational goal.” – Aldag and Stearns

iii. “Deciding what will be done, who will do it, where, when, and how it will be

done, and the standards to which it will be done.” – Cole and Hamilton

II. Planning at Various Management Levels

- Since engineer manager may be assigned at different management level, it will

be useful to know the different aspect of planning at each management level.

- Planning activities done at each management level are as follows:

i. Top Management Level – Strategic planning

Strategic Planning

- Strategic Planning refers to the process of determining the major

goals of the organization and the policies and strategies for

obtaining and using resources to achieve those goals.

- Its long-term planning where the whole organization

is considered, specifically its objectives and resources.

- A strategic plan usually has a range of one to ten years and

prepared by top management officers like Chief Executive

Officer, President, Vice Presidents, General Manager, and

Division Heads.

Chapter Three: Planning Technical Activities NATURE OF PLANNING -

There are many instances when managers are overwhelmed by various activities which at times becloud his judgement. To minimize mistakes in decision-making, planning is undertaken.

PLAN -

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Strategic Planning -

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Output of planning, provides a methodical way of achieving desired results. - In the implementation of activities, the plan serves as a useful guide. - Without the plan, some minor tasks may be afforded major attention which may, later on, hinder the accomplishment of objectives

Intermediate Planning -

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PLANNING 

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“The management function that involves anticipating future trends and determining he best strategies and tactics to achieve organizational objectives.” – Nickels “Deciding what will be done, who will do it, where, when and how it will be done, and the standards to which it will be done.” –Cole and Hamilton “The selecting and sequential ordering of tasks required to achieve an organization goal.” –Aldag and Stearns

PLANNING AT VARIOUS MANAGEMENT LEVELS

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Top Management Level – Strategic Planning Middle management level – Intermediate Planning Lower management level – Operational Planning

Process of determining the contributions that sub-units can make with allocated resources. The goals of a sub-unit are determined and plan is prepared to provide a guide to the realization of the goals. Designed to support the strategic plan.

Operational planning -

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Process of determining how specific tasks can be best be accomplished on time with available resources. Must be performed in support to the strategic plan and the intermediate plan.

THE PLANNIG PROCESS Setting organizational, divisional, or unit goals. -

Planning Activities Levels: 

Process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals. The whole company is considered, specifically its objectives and current resources. The output is called the strategic plan which spells out “the decision about ling-range goals and the course of action to achieve these goals.”

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Provide a sense of direction to the engineer manager’s firm, his division, or to his unit, If everybody in the firm, division, or unit, is aware of the goals, there is a big chance that everybody will contribute his/her share in the realization of such goals.

Chapter Three: Planning Technical Activities Developing strategies or tactics to reach those goals -

Strategies and these will be the concern of top management while the middle and lower management will adapt their own tactics to implement their plans.

human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the company’s strategic plan. Time Horizon Plans -

Determining resources needed -

When particular sets of strategies or tactics have been devised, the engineer manager will, then determine the human and non-human resources required by such strategies or tactics. The quality and quantity of resources needed must be correctly determined.

Setting standards -

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The standards for measuring performance may be set at the planning stage. When the actual performance does not match with the planned performance, corrections may be made or reinforcements given.

TYPES OF PLANS Functional area plans -

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Marketing Plan - this is the written document or blueprint for implementing and controlling an organization’s marketing activities related to a particular marketing strategy. Production Plan – this is written document that states the quantity of output a company must produce in broad terms and by product family. Financial Plan – it is a document that summarizes the current financial needs, and recommends a direction for financial activities. Human Resource Management Plan – it is the document that indicates the

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Short-range – these are plans intended to cover a period of less than a year. Long-range – these are plans covering a time span of more than one year.

Frequency of Use Plans Standing Plans – plans that are used again and again, they focus on managerial situations that recur repeatedly. 

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Policies – they are broad guidelines to aid managers at every level in making decisions about recurring situations or function. Procedures – they are plans that describe the exact series of action to be taken in a given situation. Rules – they are statements that either require or forbid a certain action.

Single-Use Plans – plans that are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated. 

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Budgets – plans which set forth expenditures for activities and explains where the required funds will come from. Programs – single-used plans designed to coordinate a large set of activities. Projects – plans that are usually more limited in scope than programs and is sometimes prepared to support a program

Chapter Three: Planning Technical Activities PARTS OF THE VARIOUS FUNCTIONAL AREA PLANS The Contents of the Marketing Plan 1. 2. 3. 4. 5. 6. 7. 8.

The Executive Summary Table of Contents Situational Analysis and Target Market Marketing Objectives and Goals Marketing Strategies Marketing Tactics Schedules and Budgets Financial Data and Control

The Contents of the Production Plan 1. The amount of capacity the company must have. 2. How many employees are required. 3. How much material must be purchased. The Contents of a Financial Plan 1. An analysis of the firm’s current financial condition as indicated by an analysis of the most recent statements. 2. A sales forecast. 3. The capital budget. 4. The cash budget. 5. A set of pro forma (or projected) financial statements. 6. The external financing plan. Contents of the Human Resources Plan -

Personnel requirements of the company. Plans for recruitment and selection. Training Plan. Retirement Plan.

What is the term used to the process of determining the contributions that subunits can make with allocated resources?

What is defined as the process of identifying and choosing alternative courses of action in a manner appropriate to the demands of the situations?

What refers to a description of whether the objectives are accomplished?

What refers to as the plans that describe the exact series of actions to be taken in a given situation?