Chapter 7

Planning and Goal Setting

Planning is Fundamental
All of the other management
functions stem from planning
How do you plan for an
undefined future?
No plan is perfect
Without plans and goals,
organizations flounder
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Goals and Plans

A goal is a desired future state
that the organization attempts to
realize
PLANNING
A plan is a blueprint for
goal achievement and
specifies the necessary
resource allocations,
schedules, tasks, and
other actions
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7.1 Levels of Goals and Plans

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Levels of Planning at General Electric

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UTM STRATEGIC PLAN

Vision:
To be recognised as a world-class centre
of academic and technological
excellence
Mission:
To be a leader in the development of
human capital and innovative
technologies that will contribute to the
nations wealth creation
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UTM Strategic Goals/Plans

(Senior Mgmt University Level)
Goal 1 : Enhance Quality Education
UTM will provide a distinctive, student-centered learning experience
which will be highly competitive as a result of its vibrant intellectual
ecosystem and academic culture which engage the faculty and
students in the process of continuous inquiry, discovery and
innovation. The University will provide access to diverse and dynamic
academic programmes in an enriching and versatile teaching and
learning environment that inspires creativity and innovation. Creating
such a distinctive learning environment will require thorough
examination and review of the curriculum for purposes of continuous
improvement while placing high value on teaching and pedagogy to
produce grounded and wholesome graduates equipped with not only
competent skills and knowledge but also possessing outstanding
values and character, ready to face the challenges and competition in
the context of new demands in the current global environment.

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UTM Strategic Goals/Plans

Goal 2 : Promote Excellence in Research, Innovation and Graduate
Education
UTM will further advance its aspiration to be a reputable institution in
research and innovation. The University must continue to invest
strategically in research, scholarship and innovation which are at the heart
of our academic enterprise. Quality research, both within and across
disciplinary boundaries, informs the undergraduate experience, defines the
learning environment for our graduate and professional students, advances
the disciplines, and enables the University to be responsive to societal
needs. In order to continue to advance the quality of its programmes on
research and scholarship, the University must focus its allocation of
resources on distinctive research programmes of current and emerging
strength. Academic staff/researchers must be supported in their attempts
to secure external support for their research and graduate students. The
University will also enhance its position as a provider of graduate research
training, building on its broad research strengths.

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UTM Strategic Goals/Plans

Goal 3 : Enhance Professional Training and Lifelong Learning
While remaining committed to quality teaching, research and
innovation, UTM will enhance its position as a provider of
professional development programmes with a strong support to a
broad range of lifelong learning opportunities. The University must
make the strategic investments necessary to ensure that all of the
graduate and professional programmes offered are academically
distinguished and attractive to a diverse pool of the most qualified
applicants, regionally, nationally and internationally. Accomplished
and qualified teacher-scholars must be present in sufficient numbers
to ensure a learning experience that will position our students for
distinguished and productive professional careers. Academic
programmes, both within and across disciplines must be distinctive
as well as consistently ranked among the best in the nation while
gaining recognition internationally.
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UTM Strategic Goals/Plans

Goal 4 : Enhance International Standing
To remain relevant and competitive, UTM needs to
develop a global perspective and networking through
student and staff exchange programmes, research
and educational partnerships, international linkages
and global outreach with reputable universities
abroad. The University will enhance its position as a
university of good international standing and strive to
continue to improve its position in the world ranking,
stressing the benefits this brings both to the
University community and to the nation.

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UTM Strategic Goals/Plans

Goal 5 : Strengthen Community Outreach
UTM will continue to serve the community by contributing to cultural
and community life, by promoting and contributing to intellectual
discourse, and by making the output from its research and scholarship
available for the benefit of society. The University will distinguish itself
as an institution that engages with the public and private organizations
through study, consultation, advice, and involvement in selected issues,
such as educational practice, leadership, and environmental policy. The
University will create mechanisms to support internal flexibility and
collaboration in mobilizing its capabilities to address key societal issues
and problems. Community service at the local, national and
international levels is an integral part of research, teaching and
learning. The University is committed to contributing to the community
through research and service, to preparing students for the global
community, and to fostering students involvement in a diverse
community.
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UTM Strategic Goals/Plans

Goal 6 : Provide Quality Management and Effective
Risk Management
The University will continuously strive to be a well
managed and governed institution, making efficient
and effective use of its funding to meet the needs and
expectations of students, staff and other stakeholders.
The University will also enhance its risk management
framework towards effective management of potential
opportunities and adverse effects leading to positive
benefits toward achieving its objectives. Risk
management should be embedded in the operation of
the University and be part of its culture.
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Tactical Goals /Plans

Strategic Business Unit Level

Faculty Level
Research Alliance
Centre Of Excellence
Cost / Responsibility Center

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Faculty Level
Goal #1 Enhance Quality Education
Enhance the teaching and learning environment, particularly
in relation to providing high quality infrastructure for flexible
learning.
Ensure effective, structured evaluation of teaching and
learning quality and outcomes, informed through feedback from
students, scholars, professions, industry and community
Promote and encourage the relationship between excellence
in teaching and learning and research and innovation while
reinforcing a commitment to the distinctiveness of a research
and innovation-based culture for teaching and learning
Recruit, develop and retain staff who have a commitment to
encouraging collaborative learning through student-centred high
quality teaching and learning practice
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Operational Goals/Plans

Department
Units
Each staff KPIs
More specific
Short Term
Measurable

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7.2 The Organizational

Planning Process

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Goal Setting in Organizations

Organizational Mission the
organizations reason for existence
Strategic goals official goals,
broad statements describing the
organizations future
Strategic plans define the action
steps the company will take
Goals should be aligned
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7.4 A Strategy Map for

Aligning Goals

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Operational Planning
Direct employees and resources
Guide efficient and effective
performance
Includes planning approaches:
Management by Objectives (MBO)
Single-Use Plans
Standing Plans
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7.5 Criteria for Effective

Goal Setting

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7.6 Model of the MBO Process

Defined in 1954 by Peter Drucker
Method for defining and monitoring
goals

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7.7 MBO Benefits

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Single-Use and Standing Plans

Single-Use Plans
Achieve one-time goal
Programs and Projects

Standing Plans
Ongoing plans
Policies, rules,
procedures
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Types of Single-Use and

Standing Plans

Single-Use Plans
Program: building new headquarters,
converting paper files to digital
Project: renovating the office, setting up a
new company intranet

Standing Plans
Policy
Rule
Procedure
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Benefits and Limitations

of Planning

Goals and plans provide a source of motivation

and commitment
Goals and plans guide resource allocation
Goals and plans are a guide to action
Goals and plans set a standard of performance
Goals and plans can create a false sense of
certainty
Goals and plans may cause rigidity in a
turbulent environment
Goals and plans can get in the way of intuition
and creativity
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Planning for a Turbulent Environment

Contingency Planning
Planning for emergencies, setbacks, or
unexpected conditions

Building Scenarios
A forecasting technique to look at current
trends and visualize future possibilities

Crisis Planning
Sudden, devastating, unexpected events

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7.9 Essentials Stages of

Crisis Planning

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Set Stretch Goals for Excellence

Stretch goals are highly ambitious

Clear, compelling, and imaginative
Require innovation
Goals must be seen as achievable
Like Big Hairy Audacious Goals (BHAG)
from 1996 article on building your
vision
As times move faster and become
more turbulent, these are
important

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7.10 A Performance Dashboard

for Planning

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