Planning

1
Planning

• Planning is the process of determining the
  organizations goals and objectives and selecting
  a course of action to accomplish them within the
  environment inside and outside the organization.

2
Brainstorming

• Criticism is prohibited
• Freewheeling is encouraged and welcomed
• Quantity is wanted
• Combination and improvement sought

3
Brainstorming Activities

• Castles in the sand
• Communication gaps
• Detective work
• Make it worse
• Playmates
• pretend

4
Needs Assessment

• Collecting Data
• Demographic data
• User participation patterns
• Attitudes of employees
• Barriers to participation
• Predictions of future participation
• Appraisal of existing facilities and programs
• Health hazard appraisal
• Areas of improvement
• Analysis of Data
• Implications Drawn from the Data

5
Needs Assessment Report Components

• Title page
• Executive summary
• Introduction to the needs assessment study
  purpose
• Overview of methods and procedures
• Results
• Conclusions, implications, and recommendations

6
Reasons for Planning

• Helps enterprise succeed
• Provides direction and sense of purpose
• Helps manager cope with change
• Contributes to the performance of other
  managerial functions

7
Steps in the Planning Process

• Identifying internal and external connections and
  relationships
• Development of a SWOT analysis chart
• Strengths
• Weaknesses
• Opportunities
• Threats
• Establishing objectives
• Developing premises
• Decision-making
• Implementing a course of action
• Evaluating the plan

8
Classification of Plans

• Functional plans
• Marketing
• Production
• Personnel
• Financial
• Period of time
• Short range
• Long range
• Frequency
• Standing versus single-use

9
Types of Plans

• Short Range
• Long Range
• Standing
• Single-use
• Budget
• Programs
• projects
• Strategic

10
Objectives

• Objectives are predetermined and stated in
  advance. They describe future desired results
  toward which present efforts are directed.
• Objectives serve as
• Guidelines for action
• Constraints
• A source of legitimacy
• Standards of performance
• A source of motion

11
Pitfalls of Planning

• Delegation of planning function away from top
  management
• Top management becomes to involved
• Failure to clearly define and develop enterprise
  goals
• Failure to adequately involve major line managers
• Failure to actually use plan
• Top management makes intuitive decisions that
  conflict with formal plans.

• Failure to creat a congenial and supportive
  climate for planning
• Assuming that comprehensive planning is something
  separate
• Creating a planning program that lacks
  flexibility and simplicity
• Fails to encourage creativity
• Top management fails to review and evaluate
  long-range plans

12
Benchmarking

• Benchmarking is a process used to identify gaps
  between company As performance and other
  industry best practices.

13
Common Steps in Benchmarking

• Determining what to benchmark
• Prepare a benchmark
• Gather data about similar organizations
• Select benchmark companies
• Collate all information and visit the companies
• Analyzed all data gathered and communicate the
  results

14
Manuals for Operations

• Scheduling
• Fitness
• Operations
• Emergency
• Inservice education
• Risk management
• Sales
• Marketing

• Repair Maintenance
• Human resources
• Fund-raising
• Employee benefits
• Special events
• Membership retention
• Recruitment motivation of volunteers

15
Effective Delegation Requires

• Delegator states a clear objective
• Delegator determines guidelines for the project
• Delegator sets the deadline for completion
• Delegator grants the person the authority to
  carry out the assignment
• Delegator sets the deadline for its completion
• Delegator decides best means for final report

16
Why Managers Fail to Delegate

• Nobody does it better
• Guilt
• Insecurity
• Lack of trust
• Takes time

17
Transforming a group into a Team

• Management values individual initiatives
• High level of participation v. maintaining status
  quo
• Employees eager to learn
• Employees with a we can solve anything attitude
• Accountability is based on process and results

• Performance management systems are aligned with
  and support teams
• Management is willing to walk and talk
• Strong team values are established