EDUC 827.

EDUCATIONAL PLANNING
DR.ROLANDO A.DELORINO
1. DISCUSS THE SIGNIFICANT RELATIONSHIPS BETWEEN PLANNING AND
CONTROLLING: AND PLANNING AND BUDGETING.
No activity is more central to management than planning and
controlling, both are included in decision making process which
concludes when a plan is developed. An important component of
planning is decision making which is a process of developing and
choosing a course of action to solve a particular problem.
Usually plans are implemented through detailed actions in order
to attain specific objectives, at this stage controlling
functions are exercised by management. The purpose of controlling
is to enable management to accomplish plans. Successful plan
implementation is expected when efforts are made to monitor its
progress. In addition Stoner and Wankel(1987)
pointed out that control compares information about what is
really happening during a plan’s implementation (actual data)
with budgets, programs, standards and so on called for and
predicted during the planning stages (planned data). If the
actual and the predicted events diverge too much.
Planning refers the management attempts to anticipate the future
and guard itself against the threat of change which man is
urgently aware of because of his time sense. Budgeting is an
analytical application that helps you set top-down targets and
generates bottom-up budget. Since budgeting allows to create a
spending plan for your money for the things you need and the
things that are important. Following a budget or spending plan
will also keep you out of debt or help you work your way out of
debt.
2. DEFINE VISION AND MISSION. EXPLAIN THEIR RELATIONSHIPS AND IMPORTANCE
TO THE ORGANIZATION.
Mission (the what and why)-an organization’s mission statement
describes what the group is going to do, and why it’s going to do.
Vision-is the future that the organization is striving toward. It I
the dream the tomorrow that it wants to create for success to take
place, it requires a great deal of hard work which is driven by a
strong sense of vision.
-vision is an overaching concept or guiding force to which the
organization is working and aiming and which ultimately finds
expression in an economical vision statement, a powerful
vision:challenging, clear, involving, memorable, value, visual,
mobilizing, a guideline, linked to the needs.
The mission and vision grounds your dreams. It makes a good ideas as
possible by laying out what needs to happen in order to achieve your
vision. It allows the organization to build consensus around your
focus and necessary steps. It also gives an opportunity to develop the
mission and vision together with those in the community who will be
affected by what to do.
3. WHAT IS STRATEGIC MANAGEMENT? EXPLAIN THE SET OF TASKS INVOLVED IN
STRATEGIC MANAGEMENT.
Strategic management evolved from long range planning with main
emphasis on strategy formulation and strategy implementation. Managers
try to develop the future of their organizations through strategic
management. Managers analyze both the organization’s internal and
external situations in a well-defined strategic framework. There are
set of tasks involved in strategic management by Wright et.al.(1994)
First, Analyze opportunities and threats or constraints that exist in
the external environment. The objective of this analysis of the
external environment is to evaluate and understand the changes in the
political, social, economic, technological as well as demographic
issues and how these changes affect the organizational system. Second,
analyze the organization’s internal strengths and weaknesses. This
step is very important in identifying the competitive advantages and
 disadvantages of the organization. The organizational strengths and
weaknesses are better described by these competitive advantages in
relation to present and future competitors. Third, establish the
organizations’ mission and develop its goals. This step requires
defining its mission and establishing the objectives that translate
the mission into concrete terms. Goal setting is critical because it
commits the resources of the organization. Fourth, formulate
strategies that will match the organization’s and weaknesses with the
environment opportunities and threats. Fifth-Implement the strategies
after the strategy has been determined, it should be integrated into
the organization daily operations. No matter how good and creative the
strategy is. Sixth, Engage in strategic control activities to ensure
that the organizations’ goal are attained in the process of
implementation, managers check progress against the strategic plan at
periodic or critical stages to determine if the organization is moving
in the direction of its strategic objectives.
4. DISCUSS THE VALUABLE RELATIONSHIPS BETWEEN RESEARCH AND PLANNING.
Research is valuable in planning because every activities should be
studied, various research and study methods in planning which include
documents review and analysis, collation and analysis of vital
statistics and information, mini survey and questionnaires, field
visit, inspection of training institutions. Research can forecast the
demand of plan, it can forecast the future outflow of individuals with
different kinds of evaluation. Research can estimate the future costs
of the planned activities, it can give data useful for planning, it
can give information and broad description in planning.

5. WHAT IS PLANNING AND WHY IT HAS TO BE PARTICIPATORY? EXPLAIN

Planning represents the management’s attempts to anticipate the
future and guard itself against the threat of change which man is
urgently aware of because of his time of sense. Planning is
participatory because it represents the key element that determines
the willingness of stakeholders and scientist to be engaged in. If
there is an active open dialogue between relevant stakeholders and
policy makers, this stimulates knowledge production, its mobilization
and integration. In order to succeed, participatory in planning
activities should ensure the legitimacy, saliency, credibility and
transparency.
6. EXPLAIN TWO ALTERNATIVE APPROACHES TO EDUCATIONAL PLANNING (pili la
duha)
The SOCIAL DEMAND APPROACH-most popular aims to provide access to all
who demand admission to school. Admission is based on ones’ academic
capability. This approach is rationale for the compulsory nature of
elementary education and the school leaving-age requirement in many
countries. It is suitable political tool to meet the need to satisfy
the demands of general public. Social demand approach resources are
accurately limited, and where we are seeking to provide thode kinds
and quantities of education which will offer the greatest good number,
such planning techniques are best. Functional literacy approach which
is usually attained with the completion of elementary education
demand.
LMITATIONS OF SOCIAL DEMAND
The approach has no control over absorptive capacity of economy for
trained personnel.
The approach does not any way lay claim to whether the resources
expended are economically allotted to that extent, the approach is
poor.
The approach does not provide guidance we need as to how best to
meet the identified needs.

The MANPOWER REQUIREMENT APPROACH

Entail an analysis of demand and supply of manpower of the
economy.
 It stresses output from the educational system to meet the man
power needs at some future date.
The supply of manpower maybe coming from both the formal and non-
formal education systems.
a. Education is far from just matching demand with supply. It is a
liberation of human person in order that one is able to play a
meaningful role in society. That role is not only gainful
employment, it encompasses all facts of society, viz spiritual
dimension, social, political and economic which is only a segment
of human existence.
b. Even in the age of highly sophisticated technology, it is not
possible to provide accurate specification of the kind of manpower
needed. Besides, technology is moving so fast that if a certain
type of manpower expertise is specified now, by the time such is
actually produced.
c. The substitutability of manpower supply is ever present.
Manpower requirement approach has greater applicability in applied
sciences, lesser applicability in liberal arts programs and general
education view of the substitutability of education in relation to
occupation.
d. The assumption of a fixed production function in the manpower-
requirement approach is not tenable in view of the flexibilities
and possibilities for adjusting inputs as exemplified in a dynamic
production system.
e. The manpower-requirement approach would thrive in a more
centralized, political system. With the crumbling of many
totalitarian governments, there is less appeal for this approach in
educational planning.
7. DISCUSS THE CONCEPTS OF EFFICIENCY AND EFFECTIVENESS AND THEIR VALUE
TO ORGANIZATIONAL MANAGEMENT.
Lon Roberts (1994:19) defines efficiency as “to the degree of economy
with which the process consumes resources – especially time and money,
while he distinguishes effectiveness as” how well the process actually
accomplishes its intended purpose.
- Efficiency and effectiveness are often considered synonyms, but they
mean different things when applied to process management. Efficiency
is doing things right, while effectiveness and flexible unless they
choose and use the right metrics.
Ex. A surgeon is very skilled, perhaps the best in the country. The
impending job is to operate on the patient’s left knee, the surgeon
doesn’t perform all the process leading up to the surgery. Someone
else marks the right knee for surgery. However skilled this surgeon
is, however fast he performs the surgery (i.e. however efficient he
is) this process will not be effective, when the patients awakens from
the surgery, he will not be a happy camper. Who will pay for a surgery
performed on the wrong knee?
- Efficiency and effectiveness can both improve speed on time
delivery, and other process baselines.
8. WHAT ARE THE OUTPUTS OF THE PLANNING PROCESS. DISCUSS EACH.
Strategic Plan – a comprehensive, total, multi-use, long-range
statement of management and organizational policies on the future
direction of the institution given the following sets of factors:

Strategic plan – usually developed to accomplish the mission and

vision of the organization.
Operational plans – provide the specific means of accomplishing the
strategic plans. Operational plans are two types:
Single-use Plans – Design for specific plans for specific purposes and
time period. The identified courses of action to meet specific
objectives are usually not repeated in the future in the same form.
Single-use plans include programs, projects and budgets.
Program – is an intermediate term statement which breaks down a
comprehensive and long-range plan into a set of different single use
sub-plans. (Franco 1986)
- Concerned with goals and objectives derived from the school mission.
- The program may be accompanied by a budget for the required
activities.
Projects – as a specific, complex, and time bound set of tasks or
activities performed by a team of different specialist or
functionalist to achieve a given objective according to a defined
budget and timetable. (Franco 1985)
Budgets – according to Stoner and Wankel (1985) budgets are statements
of financial resources set aside for specific activities in a given
period of time.
- They are primarily devices to control an organization’s activities
and so are important components of programs and projects.