Study Set Content:
Limitations of Planning
- Planning, to some degree, involves educated and experienced guesswork. Decisions are made based on evidence available from past experience and the likelihood of events in the future. However, risk is still involved. Nothing is certain. Even with reliable data and excellent strategy, there are unforeseeable events that could slow down or even hinder progress.
- Plans and predictions are only as good as the data and information that are given. Poor documentation and reporting of data will result in poor strategy. The success of an organization's planning efforts and activities correlate directly with the amount of effort, creativity, time, and resources that people put into it. Organizations that adopt "boilerplate" or "cookie-cutter" approaches to planning will most likely fail.
- Planning is nothing without action. Organizations that do not implement their plans will not be successful. Plans should not also be static or unyielding.
- The planning process should consider the changing environment and circumstances. The plan should be adaptable. If an organization fails to take into account these changes, it may render the plan obsolete and/or ineffective.
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- Lack of commitment in planning
- Interchanging studies with actual plans
- Failure to develop and implement strategies
- Lack of meaningful and/or realistic objectives and goals
- Underestimating the importance of planning premises
- Inability to see the scope of plans
- Failure to see planning as a rational process
- Too much reliance on experience
- Non-use of the principle of limiting factor
- Insufficient support from top management
- Absence of clear delegation of authority and responsibilities
Why managers fail in planning
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- Lack of commitment in planning
- Interchanging studies with actual plans
- Failure to develop and implement strategies
- Lack of meaningful and/or realistic objectives and goals
- Underestimating the importance of planning premises
- Inability to see the scope of plans
- Failure to see planning as a rational process
- Too much reliance on experience
- Non-use of the principle of limiting factor
- Insufficient support from top management
- Absence of clear delegation of authority and responsibilities
Lack of adequate control techniques and information
- Lack of commitment in planning
- Interchanging studies with actual plans
- Failure to develop and implement strategies
- Lack of meaningful and/or realistic objectives and goals
- Underestimating the importance of planning premises
- Inability to see the scope of plans
- Failure to see planning as a rational process
- Too much reliance on experience
- Non-use of the principle of limiting factor
- Insufficient support from top management
- Absence of clear delegation of authority and responsibilities
Lack of adequate control techniques and information
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- is the process of identifying and determining the organization's goals, policies, and programs. It is necessary to achieve specific objectives en route to those goals,and to establish methods to ensure that the policies and strategic programs are implemented (Steiner, Miner, & Gray, 1982). Strategic planning can also be an effort to achieve optimal deployment of all resources within current and future restraints and limitations.
Strategic Planning
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The terms objective and goal are frequently interchangeable. Objectives are established at the organizational, departmental, or individual level. They have something to do with the direction that an individual or organization wants to pursue. A set goal prescribes a definite scope and suggests direction to maximize the efforts of a manager.
Objectives and Goals
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- is the method of shaping a company's future and involves determining the organization's long-term direction. A strategy outlines the basic steps in the plan's course of action and what the management intends to do to achieve its objectives.
Strategy
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- The department will pursue a rational approach to cost containment and reduction.
Strategy
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Develop an ongoing workload-monitoring system based on an existing system of pharmacy service units.
Goal
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- To develop a system that identifies and monitors distributive and clinical workload by satellite areas.
- To use the workload statistics to predict the needs of the pharmacy staff.
- To evaluate the workload of the staff by checking whether they are overworked or underused on the need for the activities performed.
Objectives
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- Determine what distributive and clinical indicators will be used.
- Develop a method for collecting the workload statistics.
- Collect hours worked by staff category and satellite area.
- Develop a monthly productivity report by/area.
- Analyze staffing patterns in comparison with workload statistics.
TASKS/ ACTION
PLANS
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- This can be defined as the planning of the steps necessary to organize the strategic planning effort-or the "planning for the planning." This phase deals with defining the objectives of the plan and the procedures to follow to accomplish these objectives. Pre-planning should also identify the individuals involved, location, and time allotted to the planning.
Pre-Planning Phase
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- Objectives: short-term
- Goals: long- term
Planning Phase
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Key elements of Planning Phase
- Organization's vision
- Strategies
- Goals for each strategy
- Objectives required to meet specified goals
- Tasks or action plans to complete the objectives
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Post-planning phase 3 steps
- Communication
- Implementation
- Monitoring
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Efficiency
Operational Planning
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Effectiveness
Strategic Planning
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How the actions must be done
Operational Planning
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Actions that must be taken
Strategic Planning
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Major premises of MBO
- The management of the business takes place within individual firms
- Identify the organization's goals
- Orderly procedures should be established
- Managerial behavior should be defined in terms of results
- Principal merit of MO lies in its social and political value
- Successful manager is considered to be a manager of defined situations
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Principles of Decision-Making
- Being patient, and thinking long and hard before making a decision, especially when one is on unfamiliar ground.
- Weighing the gain versus the risk, or the "pros and cons."
- Anticipating the results and problems that could arise from the decision.
- Creating a master plan to guide one's decisions.
- Balancing the haste of making an urgent decision with a thorough deliberation.
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Limitations of Planning
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Lack of commitment in planning Interchan...
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is the process of identifying and determ...
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The terms objective and goal are frequen...
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is the method of shaping a company's fut...
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The department will pursue a rational ap...
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Develop an ongoing workload-monitoring s...
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To develop a system that identifies and...
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Determine what distributive and clinical...
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This can be defined as the planning of t...
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Objectives: short-term Goals: long- term
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Key elements of Planning Phase
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Post-planning phase 3 steps
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Efficiency
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Effectiveness
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How the actions must be done
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Actions that must be taken
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Major premises of MBO
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Principles of Decision-Making
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