TWELFTH EDITION

MANAGEMENT
Ricky W. Griffin

Part Three: Planning and

Chapter Six: Basic Elements of

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Learning Outcomes
1. Summarize the essential functions of decision
making and the planning process.
2. Discuss the purpose of organizational goals,
identify different kinds of goals, discuss who
sets goals, and describe how to manage
multiple goals.
3. Identify different kinds of organizational plans,
note the time frames for planning, discuss who
plans, and describe contingency planning.

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Learning Outcomes
4. Discuss how tactical plans are developed and
executed.
5. Describe the basic types of operational plans
used by organizations.
6. Identify the major barriers to goal setting and
planning, how organizations overcome those
barriers, and how to use goals to implement
plans.

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 Decision Making
and the Planning Process
 Decision making
– Is the cornerstone of planning.
– Is the catalyst that drives the planning process.
– Underlies the formulation and implementation
of all plans.
 Planning
– Occurs within an environmental context.

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Figure 6.1 The Planning Process

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 Organizational Goals
 Goals serve four important purposes:
– They provide guidance and a unified direction.
– Goal-setting affects other aspects of planning.
• Effective goal setting promotes good planning.
• Good planning facilitates future goal setting.
– Specific and moderately difficult goals can
motivate employees.
– Goals provide an effective mechanism for
evaluation and control.

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 Figure 6.2
Kinds of Organizational
Goals for a Regional
Fast-Food Chain

Goals
vary by
level,
area, and
time
frame.
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 Kinds of Goals - Level
 Goals are set for and by different levels.
– A mission statement states an organization’s
fundamental purpose.
– A strategic goal is set by/for top management.
• Focus is on broad, general goals.
– A tactical goal is set by/for middle managers.
• Focus is on actions necessary to achieve strategic goals.
– An operational goal is set by/for lower-level
managers.
• Focus is on short-term issues associated with tactical goals.

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 Kinds of Goals
Area and Time Frames
 Area
– Organizations set goals for different areas.
• Operations, marketing, finance, quality control,
productivity, human resources.
 Time frame
– Organizations set goals across different time
frames.
• Long-term, intermediate-term, and short-term goals.

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 Organizational Goals
 Responsibilities for setting goals
– Who sets goals?
• All managers.
• Managers are responsible for setting goals that
correspond to their level in the organization.
 Managing multiple goals
– Sometimes goals conflict.
• Optimizing involves balancing and reconciling
possible conflicts among goals.

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 Organizational Planning
This section identifies:

Kinds of Time frames

Who is
Contingenc
responsible for
planning y planning
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 Kinds of Organizational Plans
 Strategic plan
– A general plan outlining decisions of resource
allocation, priorities, and action steps necessary to
reach strategic goals.
 Tactical plan
– A plan aimed at achieving tactical goals, developed
to implement parts of a strategic plan.
 Operational plan
– Focuses on carrying out tactical plans to achieve
operational goals.

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 Time Frames for Planning
 Long-range plan
– Covers many years, perhaps decades,
commonly five years or more.
 Intermediate plan
– Generally covers from one to five years.
 Short-range plan
– Covers a span of one year or less.
– An action plan operationalizes any other plan.
– A reaction plan reacts to unforeseen events.

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 Responsibilities for Planning
 Planning staff
– Coordinates planning and provides tools;
takes a broad view and crosses departments.
 Planning task force
– Line managers grouped for a specific task.
 Board of directors
– Establishes mission and strategy.

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 Responsibilities for Planning
 Chief Executive Officer
– Major roles in planning and implementation.
 Executive committee
– Top management provide input to the CEO and
reviews strategic plans.
 Line management
– Provide valuable inside information and execute
the plans developed by top management.

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 Contingency Planning
and Crisis Management

Contingency planning

●
The determination of alternative courses of action to be taken if an intended plan is unexpectedly
disrupted or rendered inappropriate.

Crisis management

●
The set of procedures the organization uses in the event of a disaster or other unexpected calamity.

Because it is impossible to forecast the future, no

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Figure 6.3 Contingency Planning

Action points determine which plan

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 Tactical Planning

Tactical plan

A plan aimed at achieving tactical goals, developed to

Tactical plans are to battle as strategy is to war.

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Figure 6.4 Developing and Executing Tactical Plans

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Table 6.1 Types of Operational Plans

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Table 6.2 Barriers to Goal Setting and Planning

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 Managing Goal-Setting and Planning
Processes
 Using goals to implement plans.
– Management by objectives (MBO)
• A formal goal-setting process involving collaboration
between managers and subordinates.
• The extent to which goals are accomplished is a
major factor in evaluating and rewarding
subordinates’ performance.

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Figure 6.5 The Formal Goal-Setting Process

The purpose of formal and to clarify

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 Effectiveness of Formal Goal Setting
Strengths (Success) Weaknesses (Failure)
 Improved motivation.  Poor implementation.
 Enhanced communication.  Lack of top management
 Allows for objective support.
performance appraisals.  Overemphasizing
 Focuses on appropriate quantitative goals.
goals and plans.  Assigned goals lead to
 Identifies managerial resentment and lack of
talent. commitment.
 Facilitates control.

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 Summary
 This chapter briefly related decision
making and planning, then explained the
most common planning process.
 Discussion turned to organizational goals
and the basic concepts of planning.
 Tactical and operational planning followed.
 The chapter ended with how to manage
the goal-setting and planning processes.

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