Planning ( Theories and Approaches) Flashcards
As per the University of Nairobi Department of Civil and
Construction Engineering, ___________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
Planning according to_____________, refers to “The
management function that involves anticipating future
trends and determining the best strategies and tactics to
achieve organizational objectives.
Nickels and others
define planning as
“the selection and sequential ordering of tasks required to
achieve an organizational goal.”
Aldag and Stearns
- It helps managers to improve future performance, by
establishing objectives and selecting a course of action,
for the benefit of the organisation. - It minimises risk and uncertainty, by looking ahead into
the future. - It facilitates the coordination of activities. Thus,
reduces overlapping among activities and eliminates
unproductive work. - It states in advance, what should be done in future, so it
provides direction for action. - It uncovers and identifies future opportunities and
threats. - It sets out standards for controlling. It compares actual
performance with the standard performance and efforts
are made to correct the same.
IMPORTANCE OF PLANNING
theory emphasizes a structured approach to planning and
management, focusing on hierarchy, formal rules, and
efficiency.
Classical Theory
Planning is viewed as a rational
process where managers set goals, develop plans, and allocate
resources to achieve efficiency and productivity. The focus is
on standardized procedures and optimizing operations.
Classical Theory
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. By understanding these
interdependencies, planners can create more effective
strategies that account for external factors and feedback loops,
leading to improved adaptability and performance.
Systems Theory
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. Managers must analyze
these factors to tailor their planning approaches, ensuring
flexibility and responsiveness to changing situations. This
adaptability helps organizations navigate complex
environments effectively.
Contingency Theory
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. It advocates for participative management
styles, where employees are involved in decision-making, fostering
collaboration and commitment. By considering the psychological
and social factors that influence behavior, managers can develop
plans that are more aligned with team capabilities and motivations,
leading to better implementation and outcomes.
Behavioral Theory
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.
Leadership takes a directive
role, and decisions flow
downward.
Top-Down
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. This
method relies on
collaboration and feedback
from the engineering teams.
Bottom-Up
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
Is intermediate-range (one to
three years) planning that is
designed to develop
relatively concrete and
specific means to implement
the strategic plan.
Tactical
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
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
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
Is a crucial step for
organizing and guiding,
the successful completion
of engineering projects.
The process involves
outlining specific actions,
timelines, resources, and
risk management
strategies to achieve
project objectives
efficiently.
Creating Plans
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.
Implementing
A critical process for
evaluating the
effectiveness, progress,
and outcomes of the
plan as it is executed. It
helps ensure that the
plan remains on track,
identifies any necessary
adjustments, and
enables learning for
future projects.
Reviewing
a document or the blueprint to
execute and handle an
organization’s marketing activity
according to a certain marketing
strategy
Marketing Plan
a written document outlining the
quantity of production for a
company as a whole and on a
product family basis
Production Plan
a document that sums up the
present status of the organization’s
finances, analyzes financial needs
and suggests a course for financial
Financial Plan
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 a time period of
less than one year. These
plans are mostly of concern
to first line supervisors
Short Range Plans
