CHAPTER 5: Planning in the Contemporary Organization

Perancangan dalam Organisasi Kontemporari

Managerial Planning Perancangan Pengurusan

• Planning Defined Merancang Ditakrifkan

 The process of outlining the activities that are necessary to achieve the
goals of the organization. Proses merangka aktiviti-aktiviti yang perlu
untuk mencapai matlamat-matlamat organisasi.
• A Plan Satu Rancangan
 A blueprint for action that prescribes the activities necessary for an
organization to realize their goals.  Satu pelan induk untuk tindakan
yang menentukan aktiviti-aktiviti perlu untuk sebuah organisasi
menunaikan matlamat mereka.
• Purpose of Planning • • Tujuan Perancangan
 The purpose of planning is simple—to ensure that the organization is both
effective and efficient in its activities. Tujuan perancangan adalah
mudah—bagi memastikan itu organisasi itu ialah kedua-duanya
berkesan dan cekap dalam aktiviti-aktivitinya

Goals and Controls Matlamat-matlamat dan Kawalan

• Goals matlamat
 Provide a clear, engaging sense of direction and specify what is to be
accomplished. Sediakan satu rasa menawan yang jelas arah dan
menentukan apa akan dilaksanakan
• Control kawalan
 Monitor the extent to which goals have been achieved and ensure the
organization is moving in the right direction. Memantau takat di mana
matlamat-matlamat telah tercapai dan memastikan organisasi masuk
kea rah yang betul

Why Plan? Mengapa Rancangan?

• Better Coordination • Penyelarasan Yang Lebih Baik

• Focus on Forward Thinking• Tumpuan pada Pemikiran Ke Hadapan
• More Effective Control System• Lebih Sistem Kawalan Berkesan
The Benefits of Planning Faedah-faedah Perancangan

• Better Coordination Penyelarasan yang lebih baik

 Planning provides a foundation for the coordination of a broad range of
organizational activities. Perancangan memberi/menyediakan satu
asas kepada penyelarasan satu barisan luas kegiatan-kegiatan
organisas
 A plan helps to define the responsibilities of individuals and work groups
and helps coordinate their activities. Satu rancangan membantu untuk
mentakrifkan tanggungjawab individu-individu dan kumpulan kerja
dan bantuan menyelaras aktiviti-aktiviti mereka.
• Focus on Forward Thinking Tumpuan pada Pemikiran Ke Hadapan
 The planning function forces managers to think ahead and consider
resource needs and potential opportunities or threats that the
organization may face in the future. Fungsi perancangan kuasa
pengurus-pengurus untuk fikir di hadapan dan mempertimbangkan
keperluan-keperluan rujukan dan potensi peluang-peluang atau
ancaman-ancaman itu organisasi itu mungkin menghadapi pada masa
akan datang.

The Benefits of Planning (cont’d) Faedah-faedah Perancangan

• Participatory Work Environment Penyertaan suasana/ persekitaran kerja

 Successful planning requires the participation of a wide range of
organizational members. Perancangan yang berjaya memerlukan
penyertaan dari pelbagai ahli-ahli organisasi.
 More access to a broad base of experience and knowledge in the
planning process. Lebih akses bagi satu asas umum pengalaman
dan pengetahuan dalam proses perancangan.
 More “buy in”—organizational members are more likely to accept
a plan that they have helped develop. Lebih “membeli dengan”—
ahli-ahli organisasi lebih berkemungkinan menerima satu
rancangan bahawa mereka telah menolong untuk
membangunkan.

The Benefits of Planning (cont’d)

• More Effective Control Systems Lebih Sistem Kawalan Berkesan

 An organization’s plan provides a foundation for control of the processes
and progress of the company. Rancangan sebuah organisasi
menyediakan satu asas kepada kawalan proses-proses dan
perkembangan/kemajuan syarikat.
 The implementation of the plan can be evaluated and progress toward the
achievement of performance objectives can be monitored. Pelaksanaan
rancangan itu boleh dinilaikan dan kemajuan ke arah pencapaian itu
objektif-objektif pelaksanaan dapat dipantau
  Controls provide mechanism for ensuring that the organization is moving
in the right direction and making progress toward achieve its goals.
Kawalan menyediakan mekanisme untuk memastikan itu organisasi
itu masuk kearah yg betul dan membuat kemajuan ke arah mencapai
matlamat-matlamatnya.

The Costs of Planning Kos-kos perancangan

• Management Time Pengurusan Masa

 Done properly, the planning process requires a substantial amount of
managerial time and energy. Dibuat dengan betul, proses perancangan
memerlukan jumlah yang cukup banyak dari segi pengurusan masa
dan tenaga.
• Delay in Decision Making Kelewatan dalam membuat keputusan
 Planning can result in delays in decision making, which must be weighed
against the importance of speed in response time. Perancangan boleh
mengakibatkan kelewatan dalam membuat keputusan, yang mesti
dipertimbangkan menentang pentingnya kelajuan dalam masa
sambutan

Planning: Benefits Versus Costs Kemudahan Perancangan vs kos-kos

• In the final analysis, managers plan because planning leads to higher

performance. Dalam analisis terakhir, pengurus-pengurus merancang kerana
perancangan membawa persembahan ke prestasi lebih tinggi.
• Planning also helps managers cope with the challenges they face and ensures the
long-term success of their companies. Perancangan juga membantu pengurus-
pengurus melayan cabaran mereka menghadapi dan memastikan kejayaan
jangka panjang bagi syarikat-syarikat mereka

Where Should Planning Begin? Dimana sepatiutnya perancangan bermula

Top-Down Planning↓
Planning efforts begin with the board of directors and top executives of the firm
.Top-Down Planning↓
Usaha-usaha perangcangan mula dengan lembaga pengarah dan eksekutif tertinggi
firma

↑Bottom-Up Planning↑
Planning is initiated at the lowest level in the organization
Planning↑ Bawah Ke Atas
Perancangan dimulakan pada paras terendah dalam pertubuhan itu

Advantages of Each Planning Approach Kelebihan-kelebihan Setiap Pendekatan

Perancangan
 • Top-Down Planning
Top managers, who are the most knowledgeable about the firm as a whole, drive the
development of the plan. Perancangan Atas-bawah
Pengurus-pengurus tertinggi, yang ialah maha mengetahui tentang syarikat itu
pada keseluruhannya, memandu pembangunan rancangan itu

• Bottom-Up Planning
 The people closest to the operating system, customers, and suppliers drive
the development of the plan. Perancangan Bawah Ke Atas
Orang terdekat bagi sistem pengendalian, pelanggan-pelanggan , dan
pembekal-pembekal memandu pembangunan rancangan itu.

Top-Down Bottom-Up
Organizational CEO, Board of Directors People/department closest to product,
level service, customer.

Role of As the plan moves down the Units develop goals and plans. As plans
Organizational hierarchy, units determine actions move up the hierarchy, they are valuated
unit needed to support the plan. and adjusted for accuracy and feasibility.

Specificity Begins broad, becomes more Begins specific and probably fragmented;
of plan specific as it moves down the becomes cohesive and integrated as it
hierarchy. moves up the hierarchy.

Potential Plans are driven by top-level Those closest to customers, suppliers, and
advantages managers who are most operating systems provide focus of plans.
knowledgeable about all factors
affecting the organization.

Potential Top-level managers may be Lower-level managers may lack under-

disadvantages removed from the front line. standing of all factors affecting the
organization.

Standing Plans Tempoh Merancang

• Standing Plans Tempoh Merancang

  Designed to deal with organizational issues or problems that recur
frequently. They include: Berurusan dengan isu-isu organisasi atau
masalah-masalah yang sering berulang kali. Termasuklah:
 Policies: general guidelines that govern how certain organizational
situations will be addressed. Dasar-dasar: garis panduan umum
yang bagaimana sesetengah organisasi tertentumengawal
keadaan-keadaan yang akan dialamatkan.
 Procedures: more specific and are designed to give explicit
instructions on how to complete a recurring task. Prosedur-
prosedur: lebih khusus dan direka untuk memberi arahan-
arahan yang sangat jelas tentang bagaimana untuk
menyiapkan satu tugas berulang ulang.
 Rules: provide detailed and specific guidelines and limits for
action. Peraturan-peraturan: sediakan garis panduan khusus
dan terperinci dan had untuk tindakan

Single-Use Plans Rancangan Penggunaan Tunggal

• Single-Use Plans
 Are developed to address a specific organizational situation. They
include: Adakah membangun memanggil satu keadaan organisasi
khusus. Mereka termasuk
 Programs: govern a relatively comprehensive set of activities that
are designed to accomplish a particular set of goals. Program-
program: perintahkan satu agak komprehensif menyediakan
aktiviti yang direka untuk mencapai satu menentukan
matlamat tertentu.

 Projects: direct the efforts of individuals or work groups toward the

achievement of specific, well-defined objectives. Projek-projek:
usaha-usaha terus individu-individu atau kumpulan kerja ke
arah pencapaian itu khusus, objektif-objektif yang jelas

 Budgets: specify how financial resources should be allocated.

Bajet: tentukan bagaimana sumber kewangan patut
diuntukkan

The Impact of Information Technology on Planning

Kesan Teknologi Maklumat mengenai perancangan

• Advances in information technology have improved both the effectiveness and

efficiency of the planning function. Kemajuan dalam teknologi maklumat telah
meningkat kedua-dua keberkesanan dan kecekapan fungsi perancangan
 • Information technology can be used to establish and implement the strategic and
operational plans of an organization. Teknologi maklumat boleh biasa
mewujudkan dan melaksanakan rancangan strategik dan operasi sebuah
organisasi

Barriers to Effective Planning .Barriers kepada perancangan yang efektif

• Demands on the manager’s time permintaan masa pengurus

• Ambiguous and uncertain operating environments • Persekitaran kendalian
kabur dan tidak menentu
• Resistance to change • Rintangan mengubah

Overcoming the Barriers to Planning Mengatasi Halangan-halangan untuk

Merancang

• Involve Employees in Decision Making

 Input from all levels of a firm is essential for successful planning.
 Libatkan Pekerja-pekerja dalam membuat keputusan
. Input dari semua peringkat sebuah syarikat penting untuk
perancangan berjaya
• Take Advantage of a Diversity of Views
 Diverse views lead to a broader assessment of organizational problems
and opportunities.
 • Ambil Kelebihan satu perbezaan pendapat
Pendapat-pendapat pelbagai menjurus satu penilaian lebih luas
masalah organisasi dan peluang-peluang
• Encourage Strategic Thinking
 Effective strategic thinking can be developed through training and
practice.
 Galakkan Pemikiran Strategik
Pemikiran strategik berkesan boleh dibangunkan melalui latihan dan
amalan.

Implications for Leaders implikasi-implikasi(kesan) untuk Pemimpin-pemimpin

• Recognize and communicate the importance of planning in achieving

organizational success. Kenali dan berkomunikasi pentingnya perancangan
dalam mencapai kejayaan organisasi
• Understand and appreciate the relationship between strategic and operational
planning. • Faham dan menghargai hubungan antara perancangan
pengendalian dan strategik
• Involve those responsible for implementing the plan in the planning process. •
Libatkan mereka yang bertanggungjawab untuk melaksanakan rancangan
itu dalam proses perancangan.
 • Use contingency planning as a means of maintaining flexibility in rapidly
changing business environments. • Gunakan pelan darurat sebagai satu cara
memelihara kelonggaran dalam cepat persekitaran menukar perniagaan

Implications for Leaders

• Utilize technology to enhance the effectiveness and efficiency of the planning

process. Gunakan teknologi untuk meningkatkan keberkesanan dan
kecekapan proses perancangan

• Remove the barrier to planning at the work group and individual levels.
Menyingkirkan halangan terhadap perancangan pada kumpulan kerja dan
tahap-tahap individu

• Reward those who think strategically and follow through with operational
planning. Memberi ganjaran mereka yang fikir secara strategik dan
mengikuti dengan perancangan pengendalian.