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Copy of Planning Technical

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jaeven acosta

on 7 August 2014

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Transcript of Copy of Planning Technical

THE NATURE OF
PLANNING

PLANNING DEFINED
PLANNING AT VARIOUS
MANAGEMENT LEVELS

Planning Technical
Activities

THE PLANNING
PROCESS

PLANNING TECHNICAL ACTIVITIES
CHAPTER 3
ENGINEERING MANAGEMENT book by: ROBERTO G. MEDINA
TYPES OF PLANS
MAKING PLANNING
EFFECTIVE

If an Engineer Manager have
HIGHER MANAGEMENT LEVEL,
The more
sophisticated
his planning activity becomes.
To minimize mistakes in decision making,
PLANNING
is undertaken.
a PLAN provides a methodical way
of achieving desired results
and it is a useful guide
but if you don't plan, it can hinder the accomplishment of objectives
According to
Koontz
and
O’Donnell
, there are
four basic principles to be dealt with in
understanding the nature of planning
Primacy of Planning
: This deals with the
importance of planning for its central role
in linking all the other managerial functions.

Pervasiveness of Planning
: This brings out the ideas that planning is a function and responsibility of every manager, supervisor, and foreman in an organization.
Contribution to Objectives
: Plans are means to achieve some ends and without planning, we can not achieve goals and objectives of an organization.
Efficiency of Planning
: Least costly and more beneficial.
"The management function that involves anticipating
future trends and determining the best strategies and
tactics to achieve organizational objectives"
-NICKLES
"The selection and sequential ordering of tasks required to achieve an organizational goal"
-Aldag and Stearns
"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
For our purpose, planning is selecting the best course of action so that the desired results may be achieved
TOP MANAGEMENT LEVEL
(STRATEGIC PLANNING)
MIDDLE MANAGEMENT LEVEL
(INTERMEDIATE PLANNING)
LOWER MANAGEMENT LEVEL
(OPERATIONAL PLANNING)
process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.
the decision about long-range goals and the course of action to achieve these goals
the process of determining the contributions that subunits can make with allocated resources
the process of determining how specific tasks can best be accomplished on time with available resources
TOP
MANAGEMENT
CHIEF EXECUTIVE
OFFICER, PRESIDENT,
VICE PRESIDENT,
GENERAL MANAGER,
DIVISION HEADS
STRATEGIC PLANNING
ONE TO TEN YEARS
MIDDLE
MANAGEMENT
FUNCTIONAL MANAGERS, PRODUCT LINE MANAGERS, DEPARTMENT HEADS
INTERMEDIATE PLANNING
SIX MONTHS TO TWO YEARS
LOWER
MANAGEMENT
UNIT MANAGERS,
FIRST LINE SUPERVISORS
OPERATIONAL PLANNING
(ONE WEEK TO ONE YEAR)
setting organizational, divisional or unit goals
developing strategies or tactics to reach those goals
determining resources needed
setting standards
the task of an engineer manager is to provide a sense of direction to his firm.
goals may be defined as the precise statement of results sought, quantified in time and magnitude, where possible.
GOALS may be defined as the precise statement of results sought, quantified in time and magnitude, where possible.
after determining the goals, the next task is to devise some meas to realize them. the ways to realize the goals are called strategies.
STRATEGY is a course of action aimed at ensuring that the organization will achieve its objectives.
STRATEGY is a course of action aimed at ensuring that the organization will achieve its objectives
after the strategy have been set, the engineer manager will determine the human and nonhuman resources required by such a strategy.
to satisfy strategic requirements, a general statement of needed resources will suffice
st
andard is a quantitative or qualitative measuring device designed to help monitor the performances of people, capital goods, or processes
FUNCTIONAL AREA PLANS
Marketing Plan
a written document or blueprint for implementing an organizations marketing activities
Production Plan
the quantity of output a company must produce in broad terms and by product family
Financial Plan
a document summarizes the current financial situation of the firm, analyzes financial needs, and a direction for financial activities
Human Resource
Management Plan
a document that indicates the human resources needs of a company detailed in terms of quantity and quality based on the requirements
PLANS WITH TIME HORIZON
Short-Range
plans intended to cover a period of less than one year
Long-Range
plans covering a time span of more than one year
PLANS ACCORDING TO FREQUENCY OF USE
POLICIES
broad guidelines about recurring situations or function
PROCEDURES
plans that describe the exact series of actions to be taken in a given situation
RULES
statements that either require or forbid a certain action
STANDING PLANS
PLANS ACCORDING TO FREQUENCY OF USE
Budgets
a plan projected expenditure for a certain activity and explains where the required funds will come from
Programs
plan designed to coordinate a large set of activities
Projects
plan that is limited in scope sometimes prepared to support a program
SINGLE-USE PLANS
PLANNING BARRIERS
managers inability
to plan
improper planning
process
lack of commitment
improper information
concentrating on only the controllable variables
focusing on the present at
the expense of the future
too much reliance
according to Plunkett and Attner
AIDS TO PLANNING
gather as much information as possible
involve others in the planning process
develop multiple sources of information
Full transcript