Week 5 Business Planning & Controlling

Business Planning &
Controlling
Planning Ahead
How do managers plan?

What types of plans do managers use?
What are the useful planning tools and
techniques?
What is the control process?
What are the common organizational
controls?
2
Planning
The process of setting objectives and determining
how to best accomplish them.
Objectives
Identify the specific results or desired outcomes that
one intends to achieve.
Plan
A statement of action steps to be taken in order to
accomplish the objectives.
3
Steps in the planning process:

Define your objectives.
Determine where you stand vis--vis
objectives.
Develop premises regarding future conditions.
Analyze and choose among action
alternatives.
Implement the plan and evaluate results. 4
Figure 8.1 The roles of planning and
controlling in the management process.
5
Study Question 1: How do managers plan?
Benefits of planning:
Improves focus and flexibility.
Improves action orientation.
Improves coordination.
Improves time management.
Improves control.
6
Figure 8.2 A sample means-ends chain
for total quality management.
7
Study Question 2: What types of plans do
managers use?
Short-range and long-range plans

Short-range plans = 1 year or less
Intermediate-range plans = 1 to 2 years
Long-range plans = 3 or more years
People vary in their capability to deal
effectively with different time horizons.
Higher management levels focus on
longer time horizons.
8
managers use?
Strategic and operational plans
Strategic plans set broad, comprehensive, and
longer-term action directions for the entire
organization.
Operational plans define what needs to be
done in specific areas to implement strategic
plans.
Production plans
Financial plans
Facilities plans
Marketing plans
Human resource plans
9
managers use?
Policies and procedures

Standing plans
Policies and procedures that are designed for
repeated use.
Policy
Broad guidelines for making decisions and taking
action in specific circumstances.
Rules or procedures
Plans that describe exactly what actions are to be
taken in specific situations.
10
managers use?
Budgets and project schedules
Single-use plans
Only used once to meet the needs and objectives of a well-
defined situation in a timely manner.
Budgets
Single-use plans that commit resources to activities, projects,
or programs.
Fixed, flexible, and zero-based budgets.
Projects
One-time activities that have clear beginning and end points.
Project management and project schedules.
zero-based budgets is:

Method for preparing cash flow
budgets and operating plans
which every year must start 11
from scratch with no pre-
authorized funds.
Study Question 3: What are the useful
planning tools and techniques?
Forecasting
Making assumptions about what will happen in the
future.
Qualitative forecasting uses expert opinions.
Quantitative forecasting uses mathematical and
statistical analysis.
All forecasts rely on human judgment.
Planning involves deciding on how to deal with the
implications of a forecast.
12
Contingency planning
Identifyingalternative courses of action
that can be implemented to meet the
needs of changing circumstances.
Contingency plans anticipate changing
conditions.
Contingency plans contain trigger points.
13
Scenario planning
A long-term version of contingency planning.
Identifying alternative future scenarios.
Plans made for each future scenario.
Increases organizations flexibility and
preparation for future shocks.
14
Benchmarking
Use of external comparisons to better
evaluate current performance and identify
possible actions for the future.
Adopting best practices of other organizations
that achieve superior performance.
15
Use of staff planners
Coordinating the planning function for the total

organization or one of its major components.
Possible communication gaps between staff

planners and line management.
16
Participation and involvement

Participatoryplanning requires that the planning
process include people who will be affected by the
plans and/or will help implement them.
Benefits of participation and involvement:
Promotes creativity in planning.
Increases available information.
Fosters understanding, acceptance, and commitment to
the final plan.
17
Figure 8.3 How participation and
involvement help build commitments to
plans.
18
Study Question 4: What is the
control process?
Controlling
The process of measuring performance and taking
action to ensure desired results.
Has a positive and necessary role in the management
process.
Ensures that the right things happen, in the right way,
at the right time.
Organizational learning and after-action review.
19
control process?
Steps in the control process:

Step 1 establish objectives and standards.
Step 2 measure actual performance.
Step 3 compare results with objectives and
standards.
Step 4 take corrective action as needed.
20
Figure 8.4 Four steps in the control
process.
21
control process?
Step 1 establishing objectives and

standards
Output standards
Measure performance results in terms of quantity,
quality, cost, or time.
Input standards
Measure effort in terms of amount of work
expended in task performance.
22
control process?
Step 2 measuring actual performance

Goal is accurate measurement of actual
performance results and/or performance
efforts.
Must identify significant differences between
actual results and original plan.
Effective control requires measurement. 23
control process?
Step 3 comparing results with
objectives and standards
Need for action reflects the difference
between desired performance and actual
performance
Comparison methods:
Historical comparison
Relative comparison
Engineering comparison 24
control process?
Step 4 taking corrective action

Taking action when a discrepancy exists
between desired and actual performance.
Management by exception
Giving attention to situations showing the greatest
need for action.
Types of exceptions
Problem situation
Opportunity situation
25
control process?
Feedforward controls
Employed before a work activity begins.
Ensures that:
Objectives are clear.
Proper directions are established.
Right resources are available.
Focuses on quality of resources.
26
control process?
Concurrent controls
Focus on what happens during work process.
Monitor ongoing operations to make sure they
are being done according to plan.
Can reduce waste in unacceptable finished
products or services.
27
control process?
Feedback controls
Take place after work is completed.
Focus on quality of end results.
Provide useful information for improving future

operations.
28
Figure 8.5 The role of feedforward,
concurrent, and feedback controls in
organizations.
29
control process?
Internal and external control

Internal control
Allows motivated individuals and groups to
exercise self-discipline in fulfilling job expectations.
External control
Occurs through personal supervision and the use
of formal administrative systems.
30
Study Question 5: What are the common
organizational controls?
Management by Objectives (MBO)

A structured process of regular
communication.
Supervisor/team leader and workers jointly
set performance objectives.
Supervisor/team leader and workers jointly
review results. 31
Figure 8.6 Management by objectives as
an integrated planning and control
framework.
32
MBO involves a formal agreement specifying

Workers performance objectives for a specific time
period.
Plansthrough which performance objectives will be
accomplished.
Standards for measuring accomplishment of
performance objectives .
Procedures for reviewing performance results.
33
The MBO process:

Supervisor and workers jointly set objectives,
establish standards, and choose actions.
Workers act individually to perform tasks;
supervisors act individually to provide
necessary support.
Supervisor and workers jointly review results,
discuss implications, and renew the MBO
cycle.
34
Types of MBO performance objectives

Improvement
Personal development
Maintenance
Criteria for effective performance objectives

Specific
Time defined
Challenging
Measurable
35
Pitfalls to avoid in using MBO

Tying MBO to pay.
Focusing too much attention on easily
quantifiable objectives.
Requiring excessive paperwork.
Having managers tell workers their
objectives.
36
Advantages of MBO
Focuses workers on most important tasks and
objectives.
Focuses supervisors efforts on important
areas of support.
Contributes to relationship building.
Gives workers a structured opportunity to
participate in decision making.
37
Employee discipline systems
Discipline is the act of influencing behavior
through reprimand.
Discipline that is applied fairly, consistently,

and systematically provides useful control.
38
To be effective, reprimands should

Be immediate.
Be directed toward actions, not personality.
Be consistently applied.
Be informative.
Occur in a supportive setting.
Support realistic rules.
39
Employee discipline systems

Progressive discipline ties reprimands to the
severity and frequency of the employees
infractions.
Progressive discipline seeks to achieve
compliance with the least extreme reprimand
possible.
40
Important financial aspects of organizational
performance
Liquidity
The ability to generate cash to pay bills.
Leverage
The ability to earn more in returns than the cost of debt.
Asset management
The ability to use resources efficiently and operate at
minimum cost.
Profitability
The ability to earn revenues greater than costs.
41
Break-even analysis
Determination of the point at which sales
revenues are sufficient to cover costs.
Break-Even Point = Fixed Costs / (Price
Variable Costs)
Used in evaluating:
New products
New program initiatives
42
Figure 8.7 Graphical approach to break-
even analysis.
43
Purchasing control
A productivity tool
Trends in purchasing control:
Leveraging buying power
Committing to a small number of suppliers
Working together in supplier-purchaser
partnerships 44
Inventory control
Goal is to ensure that inventory is just the
right size to meet performance needs, thus
minimizing the cost.
Methods of inventory control:
Economic order quantity
Just-in-time scheduling
45
Statistical quality control

Quality control involves checking processes,
materials, products, and services to ensure
that they meet high standards.
Statistical quality control involves:
Taking samples of work.
Measuring quality in the samples.
Determining the acceptability of results.
46

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Business Planning &

How do managers plan?

Steps in the planning process:

Short-range and long-range plans

Policies and procedures

Project management and project schedules.

zero-based budgets is:

Use of staff planners

Coordinating the planning function for the total

Possible communication gaps between staff

Participation and involvement

Steps in the control process:

Step 1 establishing objectives and

Step 2 measuring actual performance

Step 4 taking corrective action

Take place after work is completed.

Focus on quality of end results.

Provide useful information for improving future

Internal and external control

Management by Objectives (MBO)

MBO involves a formal agreement specifying

The MBO process:

Types of MBO performance objectives

Criteria for effective performance objectives

Pitfalls to avoid in using MBO

Employee discipline systems

Discipline is the act of influencing behavior

Discipline that is applied fairly, consistently,

To be effective, reprimands should

Employee discipline systems

Statistical quality control

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Week 5 Business Planning & Controlling

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