Chapter 8
Planning
PowerPoint slides by
R. Dennis Middlemist
Colorado State University
Learning Objectives
After studying this chapter, you should be
able to:
2
Define strategy
Define planning and explain its purpose.
Differentiate between strategic, operational,
and tactical plans.
Explain the planning process.
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Learning Objectives
After studying this chapter, you should be
able to:
3
Identify key contingency factors in planning.
Explain budgeting as a planning tool.
Describe an MBO planning system.
Describe effective goals.
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Overview of Planning
Objectives
End states or targets
Plans
Means to hit the
desired
targets
Planning
Decision-making process focused on the future of
an organization and how it will achieve its goals
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Types of Plans
Strategic plans
Broad future of the
organization
External environmental demands
Internal resources
Tactical plans
Translate strategic plans into specific goals
Specific parts of the organization
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Types of Plans
Operational plans
Translate tactical plans
into specific goals and
actions
Small units of the organization
Near term
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Types of Plans
Strategic Plans
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Tactical Plans
Operational Plans
Time horizon
Typically 3-5 years
Often focused on 1-2
years in the future
Usually focused on the
next 12 months or less.
Scope
Broadest,originating
with a focus on the
entire organization
Rarely broader than a
strategic business unit
Narrower, usually centered on departments or
smaller units of the
organization
Complexity
The most complex and
general, because of the
different industries and
business potentially
covered
Somewhat complex but
more specific, because
of the more limited
domain of application
The least complex,
because they usually
focus on small
homogenous units
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Adapted from Exhibit 8.1: Types of Plans: Key Differences
Types of Plans
Impact
Strategic Plans
Tactical Plans
Have the potential to
dramatically impact,
both positively and
negatively, the fortunes
and survival of the
organization
Can affect specific
businesses but
generally not the
fortunes or survivability
of the entire
organization
Impact is usually
restricted to specific
department or
organization unit
Moderate interdependence, must take into
account the resources
and capabilities of
several units within a
business
Low interdependence,
the plan may be linked to
higher-level tactical and
strategic plans but is less
interdependent with them
Interdependence High interdependence,
must take into account
the resources and
capabilities of the entire
organization and its
external environments
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Operational Plans
Adapted from Exhibit 8.1: Types of Plans: Key Differences
Organizational Levels
Corporate level
What industries should the firm be in?
What markets should the firm be in?
In which businesses should the firm invest money?
Business level
Who are our direct competitors?
What are their strengths and weaknesses? What
advantages do we have over them?
What are our own strengths and weaknesses?
What do customers value in our products/services?
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Organizational Levels
Functional level
What activities must my unit perform well in order to
meet customer expectations?
What information about competitors does my unit
need in order to help the firm compete effectively?
What are our unit’s strengths and weaknesses?
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Organizational Levels
Corporate Level
Brunswich
Recreation
Marine
Business Level (Strategic Business Units)
U.S. Marine
Sea Ray
Astro/Procraft
Human
Resources
department
Finance
department
Functional Level
Marketing and
Sales
department
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Adapted from Exhibit 8.2: Organizational Levels
Business Plans and Levels
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Types of Plans
Organizational Levels
Strategic Plans
Corporate Level
Tactical Plans
Business Level
Operational Plans
Functional Level
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Adapted from Exhibit 8.3: Interaction Between Business Plans and Levels
The Planning Process
Analyzing the Environment
Analyzing the environment
Forecasts
Environmental uncertainty
Contingency
plans: identify key factors that could
affect the desired results and specify what actions
will be taken if key events change
Benchmarking
Investigation
of the best results among
competitors and noncompetitors and the practices
that lead to those results
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The Planning Process
Analyze environment
(forecasts, benchmarks, contingencies,
competitor analysis, scenarios)
Set objectives
Assess
resources
Determine
requirements
Develop action plans
Implement plans
Feedback
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Monitor outcomes
Feedback
Adapted from Exhibit 8.4: Planning Process
The Planning Process
Setting Objectives
Setting objectives
Priorities and multiple objectives
Establish
which objectives are most important
and which have temporal priorities,
Measuring objectives
Financial performance
Profits relative to sales
Profits relative to assets
Many others
Non-financial
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performance
The Planning Process
Determining Requirements
Determining requirements
Assess current performance
What will it take in order to get from current levels of
performance to that level specified in the objectives?
What drives market share?
What capital will be required?
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The Planning Process
Assessing Resources
Assessing resources
Resources required
What resources are needed to achieve the stated
objectives?
Resources available
Do we have the needed human talent to meet the
requirements?
Do we have the financial resources available?
Do we have the required technology?
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The Planning Process
Developing Action Plans
Developing action plans
Sequence and timing
Raw materials, manpower
and components must be
brought together in the right
amounts and sequences
Accountability
Who
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is accountable for which actions?
Gantt Chart
May
June
July
August
Sept
Oct
Nov
Contact clients
Obtain contract
specifications
Submit bid
Receive feedback
Revise bid
Submit revised bid
Final approval or
rejection
Complete bid review
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Adapted from Exhibit 8.5: Gantt Chart
The Planning Process
Implementing Plans
Implementing Plans
Monitoring the implementation
Monitor the progress of the plan and its
implementation
Monitor the level of support that the plan receives
as it is being implemented
Monitor the level of resistance
Real-time adjustment
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The Planning Process
Monitoring Outcomes
Monitoring outcomes
Unanticipated consequences
Negative unanticipated
consequences
Positive unanticipated
consequences
Feedback loop
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Apply what has been learned to modify and improve
the planning process
Planning Tools
Budgets
Capital expenditure budget
Specifies the amount of money to be spent on
specific items that have long-term use and
require significant amounts
Expense budget
Includes all primary activities on which a unit or
organization plans to spend money and the
amount allocated for the upcoming year
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Planning Tools
Budgets
Proposed budget
Provides a plan for how much money is needed,
and is submitted to a superior or budget review
committee
Approved budget
Specifies
what the manager is actually
authorized to spend money on and how much
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Planning Tools
Two budgetary approaches
Incremental budgeting approach
From
the approved budget of the previous year
present arguments for why the upcoming budget
should be more or less
Zero-based budgeting approach
Justify all allocations of funds from zero each
year
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Goal Setting
Attributes of effective goals
Specific
Measured
Agreed
Realistic
Time bound
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