Planning
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Planning helps an
organization chart a course for the achievement of its goals. The process
begins with reviewing the current operations of the organization and
identifying what needs to be improved operationally in the upcoming year. From
there, planning involves envisioning the results the organization wants to
achieve, and determining the steps necessary to arrive at the intended
destination – success, whether that is measured in financial terms, or goals
that include being the highest-rated organization in customer satisfaction.
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One
of the most common sets of activities in the management is planning. Very
simply put, planning is setting the direction for something and then guiding
the system to follow the direction. There are many kinds of planning in
organizations. Common to these many kinds of planning are various phases of
planning and guidelines for carrying them out as effectively as possible.
Information in this document can be referenced as a basis from which to carry
out various kinds of planning, ranging from highly complex to simple and basic.
(The library topic Planning describes a wide variety of plans.) To help make the
following information applicable to as many situations as possible, the scope
of the following planning information is to the "system", which is
fully explained below. The following process should be customized by planners
to the meet the needs and nature of the planners and their organizations.
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Guidelines to Ensure
Successful Planning and Implementation
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. Also, as plans change, it's extremely difficult to
remember who is supposed to be doing what and according to which version of the
plan. Key stakeholders (employees, management, board members, funders,
investor, customers, clients, etc.) may request copies of various types of
plans. Therefore, it's critical to write plans down and communicate them
widely.
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During the planning process, regularly collect feedback
from participants. Do they agree with the planning process? If not, what don't
they like and how could it be done better? In large, ongoing planning processes
(such as strategic planning, business planning, project planning, etc.), it's
critical to collect this kind of feedback regularly.
During regular reviews of implementation of
the plan, assess if goals are being achieved or not. If not, were goals
realistic? Do responsible parties have the resources necessary to achieve the
goals and objectives? Should goals be changed? Should more priority be placed
on achieving the goals? What needs to be done?
Finally, write down how the planning process
could have been done better. File it away and read it the next time you conduct
the planning process.
source: https://managementhelp.org
source: https://managementhelp.org
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