cor plan report (1)

8/2/2019 Cor Plan Report (1)

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* Criteria for Effective Goals

* Planning Types and Performance

Prepared by:Zyra M. Pono


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Specific and measurable. When possible, goals shouldbe expressed in quantitative terms, such as increasingprofits by 2 percent.

Cover key result areas. Goals cannot be set for everyaspect of employee behavior or organizationalperformance; if they were, their sheer number wouldrender them meaningless.


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Challenging but realistic. Goals should be challengingbut not unreasonably difficult.

Defined time period. Goals should specify the timeperiod over which they will be achieved.

Linked to rewards. The ultimate impact of goalsdepends on the extent to which salary increases,

promotions, and awards are based on goalachievement.


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Purpose of planning and goal setting is to help theorganization achieve high performance.

1. Management by Objectives (MBO)2. Single-use Plans

3. Standing Plans

4. Contingency (or scenario) Plans


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Is a method whereby managers and employeesdefine goals for every department, project, andperson and use them to monitor subsequentperformance.

4 major activities:

1. Set goals

2. Develop action plans

3. Review progress

4. Appraise overall performance


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Step 1: Set Goals

Take Corrective Action

Review Progress

Step 3: Review Progress

Appraise Performance

Step 4: Appraise Overall Performance

Action Plans

Step 2: Develop Action Plans

Corporate Strategic Goals Departmental Goals Individual Goals


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Benefits of MBO Problems with MBO

1. Manager and employee efforts

are focused on activities that will

lead to goal attainment.

1. Constant change prevents MBO from

taking hold.

2. Performance can be improved at

all company levels.2. An environment of poor employer-

employee relations reduces MBO

effectiveness.

3. Employees are motivated. 3. Strategic goals may be displaced byoperational goals.

4. Departmental and individual

goals are aligned with companygoals.

4. Mechanistic organizations and values

that discourage participation canharm the MBO process.

5. Too much paperwork saps MBO

energy.


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Plans that are developed to achieve a set of goals that

are unlikely to be repeated in the future.


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SINGLE-USE PLANS

Program Plans for attaining a one-time organizational goal

Major undertaking that may take several years to complete

Large in scope; may be associated with several projects

Examples: Building a new headquarters

Converting all paper files to digital

Project Also a set of plans for attaining a one-time goal

Smaller in scope and complexity than a program; shorter timehorizon

Often one part of a larger program

Examples: Renovating the office

Setting up a company intranet


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Ongoing plans that are used to provide guidance for

tasks performed repeatedly within the organization.


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STANDING PLANS

Policy Broad in scopea general guide to action

Based on organizations overall goals/strategic plan

Defines boundaries within which to make decisions

Examples: Drug-free workplace policies

Sexual harassment policies

Rule Narrow in scope

Describes how a specific action is to be performed

May apply to specific setting

Example: No-smoking rule in areas of plant where hazardous materials are stored

Procedure Sometimes called a standard operating procedure (SOP)

Defines a precise series of steps to attain certain goals

Examples: Procedures for issuing refunds

Procedures for handling employee grievances


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Plans that define company responses to specificsituations, such as emergencies, setbacks, orunexpected conditions.

Crisis Management Planning

A special type of contingency plan.


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STAGES OF CRISIS MANAGEMENT

Prevention

Build relationships

Detect signals from environment.

Preparation

Designate crisis management team and spokesperson.

Create detailed crisis management plan.

Set up effective communications system.

Containment

Rapid response: Activate the crisis management plan.

Get the awful truth out.

Meet safely and emotional needs.

Return to business.


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End of Report

THANK YOU!!!

cor plan report (1)

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