Planning

Mr. Daniel Joshua A. Custodio, CSSGB

Planning
Planning is the fundamental
management function, which involves
deciding beforehand, what is to be
done, when is it to be done, how it is
to be done and who is going to do it.
It is an intellectual process which lays
down an organization’s objectives and
develops various courses of action, by
which the organization can achieve
those objectives. It chalks out exactly,
how to attain a specific goal.
 GENERAL DECISION SPECIFIC FORMAL
MAKING STAGES PLANNING STAGES

Identifying and
Situational Analysis
Diagnosing the Problem

Generating Alternative Alternative Goals and

Solutions Plans
The Planning Process Goal and plan
Evaluating Alternatives
Evaluation

Making the Choice Goal and Plan Selection

Implementing Implementation

Evaluation Monitor and Control

Environmental scanning & Status Analysis
Macroenvironment
General Industry

Competitors

Clients

Internal
Environment
 • Strategic Planning – is done by top-
level managers over a long period
of time, and is not heavy details, or
metrics.
• Tactical Planning – is done by
Types of middle-level managers over one to
Planning two year period, with more specific
metrics.
• Operational Planning – Meticulous
and thorough short-term plans, for
periods less than a year, performed
by frontline managers
 • Strategic Initiatives take advantage of
opportunities, guard against threats,
Developing or initiate some other sets of actions
that are believed to enable the
strategic organization to respond effectively to
initiatives the issues it faces.

• Strategy is the organization’s

conception of how to deal with its
environment.
• -Henry Mintzberg
 • Vision – is an affirmation of what
the enterprise wants to become.
• Mission Statement – a declaration
of the purpose of the organization,
Strategic and often defines the scope of its
operations in product, market, and
Management service terms.
• Goals – are shorter-term directions,
often stated in specific metrics,
such as geographic, periodic, and
other numerical terms.
 • Concentration, where an
organization stays in a single sector
or industry, focusing on a single
product or service.
• Vertical Integration, which refers to
Strategy expansion of an organization along
the vertical line – backward to its
Formulation suppliers, or forward to its buyers
• Concentric Diversification, which
allows an organization to append
related products and services to its
original business, effectively adding
new businesses to the organization