Lesson 5: Planning (Theories and Approaches) Flashcards
As per the University of Nairobi Department of Civil and Construction Engineering, __________ is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. It bridges the gap from where we are and where we
want to be.
Planning
_______, according to Nickels and others, refers to “The management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.”
Planning
Aldag and Stearns, define ________ as “the selection and sequential ordering of tasks required to achieve an organizational goal.”
planning
Theories of Planning
This theory emphasizes a structured approach to planning and management, focusing on hierarchy, formal rules, and efficiency. Planning is viewed as a rational process where managers set goals, develop plans, and allocate
resources to achieve efficiency and productivity.
Classical Theory
Theories of Planning
views organizations as interconnected systems composed of various components that work together to achieve overall objectives. In planning, it encourages a holistic perspective, where managers consider how changes in one area can impact the entire system.
Systems Theory
Theories of Planning
posits that effective management and planning depend on the specific context of the organization, with no single best way to manage. This theory asserts that the optimal course of action varies based on internal and external circumstances, such as the organization’s size, culture, technology, and market conditions.
Contingency Theory
Theories of Planning
emphasizes the human aspects of management, focusing on the behaviors, motivations, and interactions of individuals and groups within an organization. This theory highlights the significance of understanding employee needs and dynamics in the planning process.
Behavioral Theory
APPROACHES TO PLANNING
A senior management or project leaders define the overall goals, objectives, and strategies. These high-level plans are then broken down into smaller tasks and distributed to the engineering teams for execution.
Top-Down
APPROACHES TO PLANNING
Engineers and technical staff play a more active role in creating the project plan. Ideas and inputs are gathered from those who have direct knowledge and these are gradually integrated into a larger, cohesive plan.
Bottom-Up
APPROACHES TO PLANNING
Involve analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete effectively in their environment.
Strategic
APPROACHES TO PLANNING
Is intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific means to implement the strategic plan.
Tactical
APPROACHES TO PLANNING
Emphasizes gradual, step-by-step improvements or changes. In engineering management, this could mean focusing on smaller, manageable tasks that provide continuous value over time rather than undertaking major changes all at once.
Incremental
APPROACHES TO PLANNING
Is more broad and often involves tackling multiple aspects of a project or process in a single, all-encompassing change. This approach is often used when a significant transformation is needed.
Comprehensive
PLANNING PROCESS
A standard may be defined as “a quantitative or qualitative measuring device designed to help monitor the performances of people, capital goods or processes.”
Setting goals
PLANNING PROCESS
In engineering management involves translating the strategic plan into actionable steps. This stage ensures that the project goals and objectives set during the planning phase are executed effectively.
Reviewing
FUNCTIONAL AREA PLANS
a document or the blueprint to execute and handle an organization’s marketing activity according to a certain marketing strategy
Marketing Plan
FUNCTIONAL AREA PLANS
a written document outlining the quantity of production for a company as a whole and on a product family basis
Production Plan
FUNCTIONAL AREA PLANS
a document that sums up the present status of the organization’s finances, analyzes financial needs and suggests a course for financial activities
Financial Plan
FUNCTIONAL AREA PLANS
a document that shows the human resource needs of a company with respect to quantity, and this is done in terms of quantity and quality, according to the needs for the company’s strategic plan
Human Resource Management
Plan
PLANS WITH TIME HORIZONS
plans with a time period of less than one year. These plans are mostly of concern to first line supervisors
Short Range Plans
PLANS WITH TIME HORIZONS
plans which are expected to take longer than one year. These plans are mostly carried out by the middle and top level management
Long-Range Plans
PLANS ACCORDING TO FREQUENCY AND USE
plans that are repeated time and time again and focus on things that happen practically over and over.
Standing Plan
Standing plans may be further classified as follows:
- __________ broad guidelines which
will help managers at all levels to decide on recurring situations or
functions - _________ plans that explain in
detail the sequence of actions to take in some circumstance - __________ statements of permitted or required actions
- Policies
- Procedure
- Rules
PLANS ACCORDING TO FREQUENCY AND USE
plans that contain courses of action that are relatively unique and are probably going to be repeated, and that are specifically developed to be implemented.
Single-Use Plan
Single-Use Plan also may be further classified as follows:
1. _________ as Weston and Brigham
put it, “a plan specifying how much one plans to spend in a certain activity indicating from where the funds will be obtained”
2. _________ a single use plan that integrates a large number of activities
3. __________ usually a more limited in scope plan for a single use and sometimes prepared to support a program
- Budgets
- Programs
- Project
