Planning Technical Activities

Presented by: Chiu, Dulos, Pedregosa

There are many instances when managers are overwhelmed by various activities which at times becloud his judgment.
To minimize mistakes in decision-making, planning is undertaken

A plan, which is the output of planning, provides a methodical way of achieving desired results. In the implementation of activities, the plan serves as a useful guide. Without the plan, some minor tasks may be afforded major attention which may, later on, hinder the accomplishment of objectives.

The management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives. -Nickels

Deciding what will be done, who will do it, where, when and how it will be done, and the standards to which it will be done. -Cole and Hamilton

The selection and sequential ordering of tasks required to achieve an organizational goal. -Aldag and Stearns

Planning activities undertaken at various levels are as follows:

Top Management Level Strategic Planning
Middle Management Level Intermediate

Planning Lower Management Level Operational Planning

Refers to the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals. The whole company is considered , specifically its objectives and current resources. The output is called the strategic plan which spells out the decision about long-range goals and the course of action to achieve these goals.

Refers to the process of determining the contributions that sub-units can make with allocated resources. The goals of a sub-unit are determined and plan is prepared to provide a guide to the realization of the goals. The intermediate plan is designed to support the strategic plan.

Refers to the process of determining how specific tasks can be best be accomplished on time with available resources. It must be performed in support of the strategic plan and the intermediate plan.

1.
2. 3. 4.

Setting organizational, divisional, or unit goals Developing strategies or tactics to reach those goals Determining resources needed Setting standards

The setting of goals provide a sense of direction to the engineer managers firm, his division, or to his unit, If everybody in the firm, division, or unit, is aware of the goals, there is a big chance that everybody will contribute his/her share in the realization of such goals.
Goals are the precise statement of results sought, quantified in time and magnitude, where possible.

The ways to realize the goals are called strategies and these will be the concern of top management while the middle and lower management will adapt their own tactics to implement their plans.
A strategy is a course of action aimed at ensuring that the organization will achieve its objectives while a tactic is a short-term action taken by management to adjust to negative internal and implemented in support of the firms strategies.

When particular sets of strategies or tactics have been devised, the engineer manager will, then determine the human and nonhuman resources required by such strategies or tactics. The quality and quantity of resources needed must be correctly determined.

The standards for measuring performance may be set at the planning stage. When the actual performance does not match with the planned performance, corrections may be made or reinforcements given.
A standard is a quantitative or qualitative measuring device designed to help monitor the performances of people, capital goods, or processes.

Functional Area Plans Time Horizon Plans Frequency of Use Plans

Marketing Plan - this is the written document or blueprint for implementing and controlling an organizations marketing activities related to a particular marketing strategy.

Production Plan this is written document that states the quantity of output a company must produce in broad terms and by product family.

Financial Plan it is a document that summarizes the current financial needs, and recommends a direction for financial activities.

Human Resource Management Plan it is the document that indicates the human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the companys strategic plan.

Short-range these are plans intended to cover a period of less than a year. Long-range these are plans covering a time span of more than one year.

1.

Standing Plans plans that are used again and again, they focus on managerial situations that recur repeatedly. Single-Use Plans plans that are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated.

2.

1.

2.

3.

Policies they are broad guidelines to aid managers at every level in making decisions about recurring situations or function. Procedures they are plans that describe the exact series of action to be taken in a given situation. Rules they are statements that either require or forbid a certain action.

1.

Budgets plans which set forth expenditures for activities and explains where the required funds will come from.
Programs single-used plans designed to coordinate a large set of activities. Projects plans that are usually more limited in scope than programs and is sometimes prepared to support a program.

2.

3.

1.
2. 3.

4.
5. 6.

7.
8.

The Executive Summary Table of Contents Situational Analysis and Target Market Marketing Objectives and Goals Marketing Strategies Marketing Tactics Schedules and Budgets Financial Data and Control

1.

The amount of capacity the company must have. How many employees are required.

2.

3.

How much material must be purchased.

1.

2.
3. 4.

5.
6.

An analysis of the firms current financial condition as indicated by an analysis of the most recent statements. A sales forecast. The capital budget. The cash budget. A set of pro forma (or projected) financial statements. The external financing plan.

1.

Personnel requirements of the company.

2.
3. 4.

Plans for recruitment and selection.

Training Plan. Retirement Plan.