Management A Practical Introduction Third Edition

Angelo Kinicki & Brian K. Williams

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin

Chapter 5: Planning

The Foundation of Successful Management

Planning & Uncertainty Fundamentals of Planning The Planning/Control Cycle Management by Objectives Project Planning

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2

5.1 Planning & Uncertainty

HOW CAN PLANNING HELP MANAGERS DEAL WITH UNCERTAINTY?
Planning: defined as setting goals and deciding how to achieve them Another definition: Planning is coping with uncertainty by formulating future courses of action to achieve specified results.
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 3

5.1 Planning & Uncertainty

HOW CAN PLANNING HELP MANAGERS DEAL WITH UNCERTAINTY?
Planning is used together with strategic management and evolves from the companys mission and vision Planning covers strategic planning (done by top managers, tactical planning (done by middle managers), and operational planning (done by first-line managers)

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 4

5.1 Planning & Uncertainty

Figure 5.1: Planning and Strategic Management

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 5

5.1 Planning & Uncertainty

WHY NOT PLAN? Managers need to be cautious when planning for two reasons: 1. Planning requires managers to set aside their regular responsibilities to develop plans 2. Managers need to be flexible enough to react to new events because there may not always be enough time to plan
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 6

5.1 Planning & Uncertainty

HOW DOES PLANNING HELP? There are four main benefits of planning: 1. Organizations can use plans to check their progress toward their goals 2. Plans define the responsibilities of a firms departments and coordinates their activities 3. Planning requires managers to consider what may happen in the future 4. Planning for unpleasant contingencies helps managers deal with uncertainty
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 7

Why not plan?

Planning requires you to set aside time to do it

Most managers are time-starved Hard to set aside time to plan

You may have to make some decisions without a lot of time to plan
Even in todays computer age, you may not have time to plan a decision Plan need not be perfect to be executable
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 8

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The Benefits of Planning

1) 2) 3) 4)

Planning helps you check on your progress Planning helps you coordinate activities Planning helps you think ahead Above all, planning helps you cope with uncertainty

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5.1 Planning & Uncertainty

There are three types of uncertainty: 1. State Uncertainty 2. Effect Uncertainty 3. Response Uncertainty

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 10

Three Types of Uncertainty

What possible harmful event could occur?

State Uncertainty: when the environment is considered unpredictable.

Example: the uncertainty regarding the weather

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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11

Three Types of Uncertainty

What possible harmful impact might an environmental change have?

Effect Uncertainty: when the effects of environmental changes are unpredictable.

Example: losing the trail in a snowstorm and risking hypothermia.

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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12

Three Types of Uncertainty

What possible harmful consequence might a decision have?

Response Uncertainty: when the consequences of a decision are uncertain. Example: you might have a cell phone in a snowstorm, but someone has to receive the call.

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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 13

Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM A firm that is analyzing what possible harmful event could occur is looking at A) response uncertainty B) effect uncertainty C) defense uncertainty D) state uncertainty
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 14

Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM A firm that is analyzing what possible harmful event could occur is looking at A) response uncertainty B) effect uncertainty C) defense uncertainty D) state uncertainty
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 15

5.1 Planning & Uncertainty

Raymond E. Miles and Charles C. Snow suggested that firms will adopt one of four strategies to respond to uncertainty: 1. Defenders 2. Prospectors 3. Analyzers 4. Reactors

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 16

Responding to Uncertainty
Defenders: are expert at producing and selling narrowly defined products and services. Analyzers: let the other organizations take the risks of product development and marketing and then imitate what seems to work best. Reactors: make adjustments only when finally forced to by environmental pressures.

Prospectors: focus on developing new markets or services and in seeking out new markets rather than waiting for things to happen.
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 17

5.1 Planning & Uncertainty

Miles and Snow also argued that firms continuously make decisions about three kinds of business problems: 1. entrepreneurial - selecting and making adjustments of products and markets 2. engineering - producing and delivering the products 3. administrative - establishing roles, relationships, and organizational processes
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 18

5.2 Fundamentals Of Planning

WHAT IS INVOLVED WITH PLANNING? Planning translates an organizations mission (purpose or reason for being) into objectives The mission statement answers the question what is our reason for being? The vision statement answers the questions what do we want to become where do we want to go strategically? Planning begins with the mission statement

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 20

Mission Statement

Outline of the fundamental purposes of the

organization Should address:
Organizations self-concept Company philosophy and goals Long-term survival Customer needs Social responsibility Nature of companys product or service
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 21

The World Banks Mission

1) 2) 3) 4) 5)

In the last chapter, we learned about the World Bank. Go to [Link] Explore the about us section What is the World Banks mission? Does this mission statement meet the criterion laid out in this chapter?

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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 22

5.2 Fundamentals Of Planning

Figure 5.2: Making Plans

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 23

5.2 Fundamentals Of Planning

Having clearly defined mission and vision statements allows three things to happen: 1. strategic planning by top management where longterm goals are determined and available resources are identified 2. tactical planning by middle management where contributions their departments or similar work units can make are determined 3. operational planning by first-line managers where how specific tasks will be accomplished using available resources is determined
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 24

Types of Planning

Strategic planning: top managers decide what the organizations longterm goals should be for the next 1-5 years with the resources they expect to have available. Tactical planning: middle managers decide what contributions their departments or similar work units can make with their given resources during the next 6-24 months. Operational planning: first-line managers determine how to accomplish specific tasks with available resources within the next 152 weeks.
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 25

5.2 Fundamentals Of Planning

Figure 5.3: Three Levels of Management, Three Types of Planning

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 26

5.2 Fundamentals Of Planning

The purpose of planning is to set goals and then formulate action plans Specific commitments to achieve a measurable result within a stated period of time are known as goals or objectives Goals are put in a means-end chain where the achievement of objectives is the means to achieve goals or ends

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 27

Types of Goals

Strategic Goals: are set by and for top management and focus on objectives for the organization as a whole. Tactical Goals: are set by and for middle managers and focus on the actions needed to achieve strategic goals. Operational Goals: are set by and for first-line managers and are concerned with short-tem matters associated with realizing tactical goals.
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 28

McGraw-Hill/Irwin

Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM Goals set by top management that focus on objectives for the organization as a whole are A) tactical goals B) operational goals C) strategic goals D) organizational goals
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 29

Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM Goals set by top management that focus on objectives for the organization as a whole are A) tactical goals B) operational goals C) strategic goals D) organizational goals
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 30

5.2 Fundamentals Of Planning

Once goals are set, the firm makes an action plan which defines the course of action needed to achieve stated goals An operating plan defines how the firm will conduct business based on the action plan - it identifies clear targets such as revenues, cash flow, and market share Plans developed for activities that occur repeatedly over a period of time are called standing plans Standing plans consist of policies (a standing plan that outlines the general response to a designated problem or situation), procedures (a standing plan that outlines the response to a particular problem or circumstance), and rules (a standing plan that designates specific required action)
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 31

Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM No smoking anywhere in the building is an example of a A) policy B) procedure C) rule D) request

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 32

Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM No smoking anywhere in the building is an example of a A) policy B) procedure C) rule D) request

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 33

5.2 Fundamentals Of Planning

Plans developed for activities that are not likely to be repeated in the future are called single-use plans Single-use plans can be either programs (encompass a range of projects or activities) or projects (have less scope and complexity than a program)

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 34

5.2 Fundamentals Of Planning

WHAT ARE SMART GOALS?
Good goals are SMART: they should be stated in specific terms they should be measurable or quantifiable they should be challenging but attainable they should be results-oriented and support the organizations vision they should specify target dates by which they should be accomplished
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 35

Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM Good goals should have all of the following characteristics except A) results-oriented B) target date C) supportive D) attainable
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 36

Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM Good goals should have all of the following characteristics except A) results-oriented B) target date C) supportive D) attainable
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 37

5.3 The Planning/Control Cycle

WHY HAVE PLANNING AND CONTROL?
Once an organization has a plan, it needs to make sure it stays on track The planning/control cycle has two planning steps, and two control steps: planning steps: make the plan, and carry out the plan control steps: control the direction by comparing results with the plan, and control the direction by taking corrective actions

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 38

Chapter 5: Planning
Figure 5.5: The Planning/Control Cycle

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 39

5.4 Promoting Goal Setting: Management By Objectives

HOW CAN MANAGERS PROMOTE GOAL SETTING?
Peter Drucker developed a system called Management by Objectives (MBO) designed to motivate employees to achieve goals MBO has four steps: 1. Managers and employees jointly set objectives for the employee Goals should include improvement objectives, personal development objectives, and maintenance objectives
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 40

5.4 Promoting Goal Setting: Management By Objectives

2. Managers develop action plans Action plans should be developed at each level describing how goals will be attained 3. Managers and employees periodically review the employees performance Formal and informal meetings are used to review progress and provide feedback 4. The manager makes a performance appraisal and rewards the employee according to the results Performance that meets objectives should be rewarded, and poor performance should be addressed
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 41

5.4 Promoting Goal Setting: Management By Objectives

If MBO is to be successful, three things must occur: 1. Top management must be committed Commitment translates to productivity gains 2. It must be applied organization-wide To be successful, MBO must be applied in all divisions and departments 3. Objectives must cascade MBO works by cascading objectives down through the organization
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 42

Three Types of Objectives Used in MBO

Improvement objectives: Increase sport utility sales by 10% Personal development objectives: attend five days of leadership training Maintenance objectives: continue to meet the increased sales goals specified last quarter

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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 43

5.5 Project Planning

WHAT IS PROJECT PLANNING? The preparation of single-use plans or projects is called project planning Project management involves achieving a set of goals through planning, scheduling, and maintaining progress of the activities that comprise the project Project planning reduces the risk of uncertainty and speeds up the process of getting things done
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 44

Why Project Planning Is Important Today

1. Project Planning
1. Preparation of single-use plans or projects, followed by

2. Project Management
1. Achieving a set of goals through planning, scheduling, and maintaining progress of the activities that comprise the project 2. Fastest way of getting things done 3. Works outside usual chain of command 4. Brings people with different skills together on a temporary basis

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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 45

5.5 Project Planning

Figure 5.6: The Project Life Cycle

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 46

5.5 Project Planning

All projects go through a life cycle: 1. In the definition stage, the problem is stated, assumptions and risks are identified, goals and objectives are determined, and the budget and schedule are set 2. In the planning stage, facilities and equipment are identified, people and their duties are selected, and the schedule is considered 3. During the execution stage, the management style and control tools are established 4. Closing occurs when the client accepts the project
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 47

The Project Life Cycle: The Predictable Evolution of a Project

1. Definition
1. State the problem and identify goals and objectives

2. Planning
1. Identify resources needed and schedule of activities required

3. Execution
1. Actual work stage 2. On time and under budget

4. Closing
1. Client accepts project
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 48

Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM At what stage in the project life cycle is the budget determined? A) definition B) planning C) execution D) closing

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 49

5.5 Project Planning

WHY IS PROJECT PLANNING IMPORTANT? Deadlines are an essential component in the project planning process Deadlines help keep managers on track and provide feedback

Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 50