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Chapter 3, The Planning Process 1

Planning

Planning is the process of determiningthe organizations goals and objectives

and selecting a course of action toaccomplish them within theenvironment inside and outside the

organization.

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Chapter 3, The Planning Process 2

Brainstorming

Criticism is prohibited

Freewheeling is encouraged and

welcomed

Quantity is wanted

Combination and improvement sought

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Chapter 3, The Planning Process 3

Brainstorming Activities

Castles in the sand

Communication gaps

Detective work

Make it worse

Playmates

pretend

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Chapter 3, The Planning Process 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

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Chapter 3, The Planning Process 5

Needs Assessment ReportComponents

Title page

Executive summary

Introduction to the needs assessmentstudy purpose

Overview of methods and procedures

ResultsConclusions, implications, andrecommendations

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Chapter 3, The Planning Process 6

Reasons for Planning

Helps enterprise succeed

Provides direction and sense of purpose

Helps manager cope with change

Contributes to the performance of othermanagerial functions

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Chapter 3, The Planning Process 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 premisesDecision-making

Implementing a course of action

Evaluating the plan

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Chapter 3, The Planning Process 8

Classification of Plans

Functional plans Marketing Production Personnel Financial

Period of time

Short range Long range

Frequency Standing versus single-use

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Chapter 3, The Planning Process 9

Types of Plans

Short Range

Long Range

StandingSingle-use Budget

Programs projects

Strategic

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Chapter 3, The Planning Process 10

Objectives

Objectives are predetermined and stated inadvance. 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

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Chapter 3, The Planning Process 11

Pitfalls of Planning

Delegation of planningfunction away from topmanagement

Top management becomes

to involvedFailure to clearly define anddevelop enterprise goals

Failure to adequately involvemajor line managers

Failure to actually use planTop management makesintuitive decisions thatconflict with formal plans.

Failure to creat a congenialand supportive climate forplanning

Assuming that

comprehensive planning issomething separate

Creating a planning programthat lacks flexibility andsimplicity

Fails to encourage creativityTop management fails toreview and evaluate long-range plans

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Chapter 3, The Planning Process 12

Benchmarking

Benchmarking is a process used toidentify gaps between company As

performance and other industry bestpractices.

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Chapter 3, The Planning Process 13

Common Steps in Benchmarking

Determining what to benchmark

Prepare a benchmark

Gather data about similar organizationsSelect benchmark companies

Collate all information and visit the

companiesAnalyzed all data gathered andcommunicate the results

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Chapter 3, The Planning Process 14

Manuals for Operations

Scheduling

Fitness

Operations

Emergency

Inservice education

Risk management

SalesMarketing

Repair & Maintenance

Human resources

Fund-raising

Employee benefits

Special events

Membership retention

Recruitment &motivation of volunteers

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Chapter 3, The Planning Process 15

Effective Delegation Requires

Delegator states a clear objective

Delegator determines guidelines for the

projectDelegator sets the deadline for completion

Delegator grants the person the authority tocarry out the assignment

Delegator sets the deadline for its completion

Delegator decides best means for final report

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Chapter 3, The Planning Process 16

Why Managers Fail to Delegate

Nobody does it better

Guilt

Insecurity

Lack of trust

Takes time

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Chapter 3, The Planning Process 17

Transforming a group into a Team

Management valuesindividual initiatives

High level of participation v.maintaining status quo

Employees eager to learn

Employees with a we cansolve anything attitude

Accountability is based on

process and results

Performance managementsystems are aligned with andsupport teams

Management is willing towalk and talk

Strong team values areestablished