Systems can be the entire organization, or its departments, groups, processes, etc. Whether the system is an organization, department, business, project, etc. They start from the results outcomes and outputs they prefer and work backwards through the system to identify the processes needed to produce the results.
Then they identify what inputs or resources are needed to carry out the processes. NOTE: It's not critical to grasp completely accurate definitions of each of the following terms.
Goals are specific accomplishments that must be accomplished in total, or in some combination, in order to achieve some larger, overall result preferred from the system, for example, the mission of an organization. Going back to our reference to systems, goals are outputs from the system. These are the methods or processes required in total, or in some combination, to achieve the goals.
Going back to our reference to systems, strategies are processes in the system. Objectives are specific accomplishments that must be accomplished in total, or in some combination, to achieve the goals in the plan.
Objectives are usually "milestones" along the way when implementing the strategies. Particularly in small organizations, people are assigned various tasks required to implement the plan. If the scope of the plan is very small, tasks and activities are often essentially the same. Resources include the people, materials, technologies, money, etc. The costs of these resources are often depicted in the form of a budget. Going back to our reference to systems, resources are input to the system.
The phases are carried out carefully or -- in some cases -- intuitively, for example, when planning a very small, straightforward effort. The complexity of the various phases and their duplication throughout the system depend on the scope of the system.
For example, in a large corporation, the following phases would be carried out in the corporate offices, in each division, in each department, in each group, etc. NOTE: Different groups of planners might have different names for the following activities and groups them differently. However, the nature of the activities and their general sequence remains the same. NOTE: The following are typical phases in planning. They do not comprise the complete, ideal planning process.
Reference Overall Singular Purpose "Mission" or Desired Result from System During planning, planners have in mind consciously or unconsciously some overall purpose or result that the plan is to achieve.
For example, during strategic planning, it's critical to reference the mission, or overall purpose, of the organization. Take Stock Outside and Inside the System This "taking stock" is always done to some extent, whether consciously or unconsciously. For example, during strategic planning, it's important to conduct an environmental scan. This scan usually involves considering various driving forces, or major influences, that might effect the organization. SWOT is an acronym for considering the organization's strengths and weaknesses, and the opportunities and threats faced by the organization.
During this analysis, planners also can use a variety of assessments, or methods to "measure" the health of systems. Establish Goals Based on the analysis and alignment to the overall mission of the system, planners establish a set of goals that build on strengths to take advantage of opportunities, while building up weaknesses and warding off threats.
Establish Strategies to Reach Goals The particular strategies or methods to reach the goals chosen depend on matters of affordability, practicality and efficiency.
Establish Objectives Along the Way to Achieving Goals Objectives are selected to be timely and indicative of progress toward goals. Associate Responsibilities and Time Lines With Each Objective Responsibilities are assigned, including for implementation of the plan, and for achieving various goals and objectives.
Ideally, deadlines are set for meeting each responsibility. Write and Communicate a Plan Document The above information is organized and written in a document which is distributed around the system. Acknowledge Completion and Celebrate Success This critical step is often ignored -- which can eventually undermine the success of many of your future planning efforts. The purpose of a plan is to address a current problem or pursue a development goal.
It seems simplistic to assert that you should acknowledge if the problem was solved or the goal met. However, this step in the planning process is often ignored in lieu of moving on the next problem to solve or goal to pursue. Skipping this step can cultivate apathy and skepticism -- even cynicism -- in your organization. Don't skip this step. A common failure in many kinds of planning is that the plan is never really implemented. Instead, all focus is on writing a plan document.
Too often, the plan sits collecting dust on a shelf. Therefore, most of the following guidelines help to ensure that the planning process is carried out completely and is implemented completely -- or, deviations from the intended plan are recognized and managed accordingly. Going back to the reference to systems, it's critical that all parts of the system continue to exchange feedback in order to function effectively.
This is true no matter what type of system. When planning, get input from everyone who will responsible to carry out parts of the plan, along with representative from groups who will be effected by the plan. Of course, people also should be involved in they will be responsible to review and authorize the plan. New managers, in particular, often forget that others don't know what these managers know.
Even if managers do communicate their intentions and plans verbally, chances are great that others won't completely hear or understand what the manager wants done.
To summarize, we can say that planning is a necessary exercise in order to reduce the risk and organize production in line with the objectives. In this series, we will explore the different aspects of planning and how it can be best used in order to achieve an objective. Site web. Review of default retirement age brought forward to Would you work longer if you could?
Goals are derived from the vision and mission statements, but these statements describe what the organization wants to achieve, not necessarily what it can achieve.
The organization is affected both by conditions in its external environment—competitors, laws, availability of resources, etc. These conditions are examined through a process called a SWOT analysis.
SWOT will be discussed in greater detail in another module. Together, the vision and mission statements and the results of the situation analysis determine the goals of the organization. This idea is illustrated by the figure that follows. Using the mission, vision, and values of a company, along with situation analysis, can help the company set goals. The rest of the planning process outlines how the goals are to be met. This includes determining what resources will be needed and how they can be obtained, defining tasks that need to be done, creating a schedule for completing the tasks, and providing milestones to indicate progress toward meeting goals.
The planning process will be discussed in more detail in the following section. Progress, however, is rarely made through random activity.
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