Planning (Basic management and business)

Planning

Basic management and business

Every organization needs to do some planning in setap activities of the organization, either Planning for production, planning of the recruitment of new employees, new product sales programs, as well as budget planning. Planning (planning) is the basic process for organizations to select targets and define how to achieve it. Therefore, companies must establish goals and objectives to be achieved prior to the processes of planning.

Planning is required and occurs in a variety of forms of organization, because planning is a process management basis in taking decisions and actions. Planning is required in both the types of activities oranisasi activities, companies and activities in the community, and in the planning of any management functions, because these functions can only implement the decisions that have been set in the planning.

Planning is the most important phases of a management function, terutma in the face of dynamic external environment yangberubah. In this era of globalization, the planning must rely more rational and systematic procedure and not only on intuition and gut feeling (alleged).

The subject of this paper focuses on certain elements of the planning process and the process that is highly correlated with problem solving and decision making. Then introduces the concept of planning and presenting a number of approaches to streamline the planning of various types.

In the management, planning is the process of defining the organization's goals, create a strategy to achieve that goal, and develop a plan of work activities of the organization. Planning is the most important process of all management functions since no other functions of planning organizing, directing, and controlling will not be able to walk.

 Definition

Planning seagai interpreted broadly defines the objectives of the organization, create a strategy to achieve that goal, and mengembangkann plan work activities of the organization. Basically the plan is intended to give answers to the questions what (what), who (WHO), when (when), where (where), why (why), and how (how). So planning is the function of a manager associated with the selection of a set of activities and termination of the objectives, policies and programs are carried out. Planning is the most important process of all management functions because without planning run. Plans can be formal or informal plan. Informal plan is a plan that is not written and is not a member of an organization's common goals. While formal plan is a written plan of an organization that must be implemented within a certain period. Formal plan is a joint member of the corporation, meaning that each member should know and follow that plan. Formal plans were made to reduce ami guitar and mutual understanding of what to do.

In a planning further elements of planning. Good planning should be able to answer six questions are referred to as elements of planning. The first element is the action to be done, there is rindakan both must be done, the third where the act was committed, the act was done kapa fourth, fifth who will perform the action, and finally how to implement such measures.

Planning is very important and necessary for every effort to achieve the goal. The reason is based on a view that the future is uncertain conditions. Environment changing so rapidly sue anyone other individuals and institutions to always make a plan. Without planning, the organization will lose direction and it is difficult to anticipate the threat of environmental changes.

Many factors influence the importance of making a plan, among others; economic change, technological advances, climate change, changes in consumer tastes, political turmoil, and the security of the system are not guaranteed provide many challenges to be faced even if fraught with risks.

In addition to further strengthen the direction to the organization in achieving its objectives, the planning also has an important role, such as:

a) To mengkooordinasikan efforts

In an organization-job work done by individual and group goals and interests are different. It needs to be coordinated, so that the objectives and interests it is not out of the organization's goals.

b) In order to cope with change

With the careful planning, the potential changes that will occur will be anticipated as soon as possible.

c) For development manager

Managers must be proactive and make things happen and not vice versa, acting reactive and let things happen. Action plan will sharpen the ability of managers to think when they consider abstract ideas and possibilities that will happen.

d) For the development of performance standards

The success achieved in the past will become the standard of performance for the foreseeable future. Without planning, performance standards may be irrational and subjective.

Planning functions and functions as well as other managerial activities are interconnected, mutually interacting tergantungdan.

- Organizing and preparing personnel

Organizing is the process of setting up a joint working resource-financial resources, physical and human organization. Planning shows the way and shows the resources-resources to achieve the highest effectiveness.

- Briefing

Guidance function is always associated with planning. Planning determines the best combination of factors, strengths, resources-resources and relationships that need to guide and motivate employees.

- Supervision

Planning and monitoring are closely interrelated, so often d refer to as "Siamese twins" in management. Supervision is important as an effective product planning. Therefore, surveillance act as criteria to assess the implementation of the work plan. The goal of each plan is to help the resource in contributing positively to the achievement of the goals and objectives of the organization.

 Various Kinds of Planning

Various planning in the introduction of management is divided into two, namely:

Planning organizations

This plan consists of:

1. Strategic planning

The strategic plan is a plan developed to achieve strategic objectives. Precisely, the strategic plan is a general plan underlying the resource allocation decisions, priorities and action steps needed to achieve strategic goals.

1. Tactical Planning

The plan is intended to achieve tactical objectives, developed to implement a specific part of the strategic plan. The strategic plan usually involves the upper and middle-level management, and when compared with the strategic plan, have a shorter time period and a more specific focus and real

1. Operational Planning

Is a plan that focuses on planning tactical plans to achieve operational objectives. Developed by the manager ingkat middle and lower levels, the operational plan has a short-term focus dn relatively narrow scope. Each of these operational plans with respect to a small range of activities. We describe the planning with closer in the next section.

Operational planning is divided into two, namely:

1. Disposable Plan: developed to implement a series of actions that may not be repeated in the future

Program: Disposable plan to seragkaian great activity

Project: disposable plans for more limited scope and less complex than the program

1. Plan remains: was developed for regularly recurring activities during a specific time period

Policy: fixed plan detailing the organization of a common response to a particular problem or situation

Standard operating procedures: permanent plan that outlines the steps to be followed in certain situations

Rules and regulations: fixed plan that describes exactly how the specific activities carried out

Timeframe Planning

1. Long Term Plan

A long-term plan (long-range plan) covering many years, perhaps even decades.

2. Medium-term Plan

A plan that is somewhat tentative and more volatile than long-term plan. Medium-term plans typically cover a period of one to five years and is especially important for middle managers and line managers.

3. Short-term plan

A manager also developed a short-term plans, which have a time frame of one year or less. Short-term plans (short-range plan) greatly affect their daily activity manager. There are two types of short-term plans. The action plan (action plan) to realize all kinds of plans. When a factory Nissan is ready to replace the technology, managers focus their attention on the replacement of existing equipment with new equipment as soon as possible and as efficiently as possible to minimize the loss of production time. In many cases, this can be done in a few months, and only halted production for several weeks. Thus, an action plan coordinating the actual changes in a particular plant. Instead reaction scheme (reaction plan) is a plan designed to make the company can react terhadapa unexpected situations. In one factory Nissan, new equipment arrived earlier than expected and the manager of the plant must shut down production more quickly than they would expect. Therefore, the manager must react to events that are beyond their control in a way that still allows the achievement of objectives.

4. Operating System

A set of components that are interdependent with the scope, relevance and relatively high stability.

a. Production: activity which is indicated for the receiving environment, such as agriculture, khutanan, fisheries, mining, and processing.

b. Allocation: the activity of which is shown in the distribution of goods and services among all members of the system, including the functions of transportation, communications, retail sales activities, wholesale.

c. Control: aim to maintain the smooth activity of the functioning of the system itself.

d. Staffing: centered on the number and quality of the members of the system, the socialization and education of the members of the system, the expertise which they can provide, as well as physical and mental health, including the type of entertainment recreation employee

5. Change System

a. Rationalism: if the ultimate goal was formulated with clear and well understood, following the model of rational planning interchangeable. Useful in certain technical fields and public health.

b. Inkrementalisme: decision-making in the state of a line of steps that small inkrementasl (added little by little), to the days to come and the direction that is not known for sure. For example: a pilot project.

c. Utopianism: this view try to raise the public's imagination and resolve any issues with the proposed abolition of the new approach to the organization and the operating system.

d. Metodism: explains that the company already has a planning method that is clear, but the final results that will be achieved have not been determined and is not understood at all.

6. Efetivitas Planning

Masalanya is not how to do the job properly but the manager, often in

pengembangkan effective planning manager obstacles.

There are two major obstacles to effective pengembanganrencana

1. Rejection of the planners themselves against the deciding goals and making a plan for memecakannya.

2. The usual reluctance of the members of the organization to accept a plan for changes that would cause

Responsibility for Planning Goal Setting

1. Planning Staff

Especially the staff planning can reduce labor bban individual manager, helped to coordinate the activities of individual managers plan, carries a variety of different tools and techniques to solve specific problems, insightful broader than individual managers, and stepped away melmpaui specific projects and departments.

2. Planning Task Force

Organizations sometimes use a task force to membantumengembangkan plan. Such a task force often consists of a line manager with a special interest in the field of planning relevant.

3. Board of Directors

The board of directors (board of directors) is responsible for determining the mission and strategy of the company. In some companies, the board erperan active in the planning process. CBS, for instance, the board of directors usually play a role in the planning. In other companies, the board elected a competent chief executive and delegate the planning to the individual.

4. The Chief Executive Officer (CEO)

Chief Executive Officer (CEO) is usually the president or chairman of the board of directors. CEO probably the single most important individual in any organization planning process. CEO plays a major role in completing the planning process and is responsible for implementing strateggi. Board and CEO then play a direct role in the planning. Organisisional other components involved in the planning process have a role as an advisor or consultant.

5. The Executive Committee

The executive committee (Executive Committee) usually consists of top executives in the organization working together as a group. Executive committee members are often charged to various staff committees, subcommittees, and task forces to concentrate on a specific project or problem that may be encountered throughout the organization at some time in the future.

6. Management Line

The final component of the majority of activity is the management of the organization perencaanaan line (line management). Line manager is the person who has formal authority and responsibility for management of the organization. They play an important role in the planning process oranisasi for two reasons. First, they are a source of valuable information from other managers in the organization's ethics plan is formulated and implemented. Second, the line managers at lower secondary level Dn of the organization usually must implement the plan developed by top management. Line management to identify, analyze, and recommend alternative program, create a budget and submit it for approval, and finally implementing the plan.

Contingency planning

Another type of planning is also important is contingency planning (contingency planning), namely the determination of a series of alternative measures if an unexpected action plan violated or deemed no longer appropriate.

Obstacles in Establishing and Objectives and Planning

1. Purpose Inappropriate

The purpose of which is not exactly have many forms. Pay large dividends to shareholders may not if funds are obtained at the expense of research and development goals may also not be appropriate if those objectives can not be achieved. If Kmart set a goal to earn more stout than Wal-Mart's revenue next year, the company's employees as possible. The purpose is also not appropriate if the goal adjust too much emphasis on quantitative measures and kalitatif of success.

1. Award System Inappropriate

In some environments, reward systems are not exactly an obstacle in setting goals and planning

1. Dynamic and Complex Environment

The nature of an organization's environment is also an obstacle to the goal setting and effective planning. Rapid changes, technological innovations, and intense competition can also increase the difficulty for an organization to accurately measure the opportunities and threats in the future

1. Reluctance to Set Goals

Another obstacle to effective planning is the goal for themselves and for units that are their responsibility. The reason for this is probably the lack of confidence or fear of failure. If a manager set a specific goal, concise, and is associated with time, so if he reaches or does not reach that goal will seem real. Managers who consciously or unconsciously trying to avoid the level of responsibility is more likely to avoid organizational planning effort. Pfizer, a large pharmaceutical companies, having problems because managers do not set goals for research and development. As a result, the organization is far behind because the manager has no way of knowing how effective their research and development efforts actually.

1. Refusal to Change

Another obstacle in setting goals and planning is resistance to change. Planning is essentially related to change something in the organization. Avon Products almost made himself bankrupt a few years ago because the company insisted on continuing policy of large dividend payments to its shareholders. When profits began to fall, the manager refused to cut dividends and began to borrow to pay the dividend. Corporate debt increased from $ 3 million to $ 1.1 billion within eight years. In the end, the manager was forced to solve the problem and cut dividends.

1. Limitations

Limitations (constraints) which limits what can be done the organization is a major obstacle to another.

Overcoming Obstacles

1. Understanding the Purpose and Plan

One of the best ways to facilitate goal setting and planning process is basically the intent. Managers should also know that there are limitations on the effectiveness of setting goals and making a plan.

And goal setting and effective planning does not always ensure success, adjustments and exceptions are expected from time to time.

1. Communication and Participation

Although it may be made at a high level, the objectives and the plan must be communicated to the other party within the organization. Everyone involved in the planning process should know what the underlying foundation of functional strategies, and how these strategies are integrated and coordinated. People who are responsible for achieving the objectives and implementing the plan must be considered in developing the strategy. Everyone almost always have valuable information to contribute / and for those who will implement the plan / their involvement is vital people are usually more berkomitmer on the establishment plan Even when they help an organization to be centralized or use planners, managers from various tingkan in the organization should be involved in the planning process.

1. Consistency / revsi / and updates

Goals should be consistent both hori zontal and vertical .konsistensi horizotal means that tujan should be consistent diseluru organization / from one department to another. Vertical Consistency means that goals should be consistent from top to bottom of the organization: the purpose of strategic, tactical, and operational needs to be aligned. Because setting goals and planning is a dynamic process, goals and planning should also be revised and updated periodically. Many organizations see the need to revise and update frequency more often.

1. System Effective Award

In general, people should have been awarded either because the set goals and plans are effective, as well as managed to achieve it. Because failure is sometimes derived from factors outside the control of management, people should be ensured that a failure to achieve the goal will not necessarily have the consequence of punishment.