Planning Function

PLANNING
Planning is defined as a process to set goals and decide how this can be achieved. The plan includes the resources needed, the task is completed, action taken and the schedule followed. Managers may make for the stability plan (plan for stability), able to adapt the plan (plan for adaptibility) or managers may also make plans for different situations (for Contingency plan.

1. LIMITATION OF PLANNING

Newman: "Planning is decciding in advance what is to be done"
Planning is the first determination of what will be done
Louis A. Allen: "Planning is the determination of a course of action to achieve a desired result"
Planning is the determination of a series of measures to achieve the desired results.
Charles Bettleheim: "a plan consist of the totality of arrangements decides upon in order to carry out a project"
Then he said that every plan there are two:

1. a project, that is an end which one achieves to propose, and
2. the Arrangement decided upon in order that end may be achieved, that is the determination of the means.

Beishline, states that the function of planning to give up jalaban questions about who, what, when, where, how, and why.

"... ... ... .... Planning should determine what is in the shot (in the qualitative determination of the time) and when it should be in reach of anyone responsible, and why it must be achieved."

Koontz and O'Donnel, Planning is the function of a manager which involves the selection from among alternatifes of objectives, policies, procedures, and programs "

Planning is a function of a manager associated with the selection of some of the alternative objectives, policies, procedures and programs.

2. Elements of a plan

In general, a plan that contains both load or six elements, namely: the what, the why, the where, the when, the who and the how.

So, a good plan that should provide answers to the following six questions:

a. What action should be done?

b. Whether the action is to be implemented?

c. Where the action is to be implemented?

d. When action is undertaken?

e. Who will take that action?

f. How does one implement the action?.

A plan must include the following:

1. Explanation of the details of the activities that need, factors of production necessary to carry out activities so that goals can be generated.
2. Explanation of why it must be done and why you should set the goal to achieve.
3. Explanation of the physical location of each activity that must be available so that all the facilities needed to do the job.
4. Explanation of the start of the work completed and work well for each section and work for all workers. Here should be set standards for the time, both parts of the job and for all the work.
5. Description of the officers who will do the job, both on quality and kasualitas, the employee qualifications, such as expertise, experience dsbnya. Here also should be explained the authority, responsibility, and accountability of each employee.
6. Description of the technical work.

3. PLANNING PROCESS
1. Determining the purpose of planning
2. Determine the action to achieve goals
3. Mengembangkn basic condition of future thinking
4. Identify ways to achieve goals
5. Implement action plans and evaluate the results


4. PLANNING THE TYPE USED managers
Include:
1. Short term planning (Short Range Plans)
2. Long-Term Planning (Long Range Plans)
3. Planning Strategies
4. Operational planning
5. Stay planning
6. Once Use Planning

1.Perencanaan Long Term & Short
Short: Planning for a period of 1 year or less
Secondary: 1 s / d 2 years
Length: The duration of 5 years or more

2. Strategy and operational planning
A. Planning Strategy: The need long-term and comprehensive determine which have been referred.
Defining goals for the organization of what would be taken sources of what is required to achieve.


The planning strategies:
1. identification of objectives and targets
2. assessment of performance based objectives and targets set
3. the determination of planning strategies to achieve the goals and objectives
4. implementation of planning strategies
5. evaluation results and improvement process of planning strategies
Objectives of the strategy: the benefits kompetitiff (competitive advantage).

Management Strategy
Management strategies: process guidance and business planning strategies to ensure the strategy implemented with good success so that ensure the organization in the long term.
Phase management strategy:
1. formulation of strategy (strategy formulation)
2. pengimplementasian strategy (strategy implementation)

Strategies that organizations use
Three levels of organizational strategies used:
1. corporate strategy (corporate strategy)
Destination: the allocation of resources iuntuk company total.
Srtategi is used in the corporate level.
2. business strategy (business strategy)
business strategy for one product line.
This strategy is used at the division level.
3. functional strategies (functional strategy)
lead to specific functional areas to operate.
This strategy is used at the functional level, such as research and development, resources, manufacturing, marketing, etc..

B. Operational planning: what needs to be done to implement planning strategies to achieve these strategies. Scope planning is more narrow than the planning strategy.
Operational planning is typical:
1. Production planning (Production Plans): Planning-related methods and technology needed in the work
2. Financial Planning (Financial Plans): Planning related to the funds required for the operational activities
3. Facilities Planning (Plans Facilites): Planning-related facilities & layaout work required to support the task.
4. Marketing planning (Marketing Plans): Associated with the sale and distribution of goods / services.
planning of human resources (Human Resource Plans): related to recruitment, placement and penyeleksian people in various jobs.

3. Planning fixed (standing plans)
Used for activities that occur repeatedly (continuously)
Written in: organizational Policies, Procedures and Regulations
Policy
Planning is still communicate guidance to create a wide variety of decisions and implement actions.
For example: outdoor workers, while Dismissal
Procedures and rules
Still planning that describes the action taken on the particular situation is often called: Standard Operating Prosedurs (SOPs)

4. Planning use (single-use plans)
Used only once for a unique situation
Budget
Using the resources to do the project or program activities
It is a powerful management tool to allocate the various resources that are limited to meet the diverse needs.
Project Schedule
Setting a series of activities required to achieve specific goals and the connecting-link with a specific time frame, target performance and Resources

BENEFITS PLANNING
1. Focus and fleksiblitas
FOCUS: Knowing what is best, find out what is needed and how to serve customers
Flexibility: Operates and have a view of the future
Planning Manager helps because:
2 .. Planning results-oriented in the direction of Creating a performance orientation
4. Orientation on the planning priorities-Ensure that the most important and the attention key
5. Planning on profit-orientation Helping sources for the best strength mendayagunakan
6. Planning changes in the orientation-help anticipate problems and opportunities that can be achieved the best fitness

2. Planning to develop coordination
The goals of each subsystem styled so that mutual support to one another. Levels of objectives related to higher levels of a lower goal.
3. Planning to develop control
Control includes Measurement and evaluation
Planning is likely to assist in determining the goals, desires, and determine the performance of specific actions.

Education, Education-PLANNING
1. Planning inside-out and outside-in planning.

Inside-out planning: focus on the already done and strive to do the tebaik that can be done. Improve the effectiveness of this organization.
Outside-in planning: analysis of external environmental planning appear to exploit opportunities and problems that occur meminimisasi.
Both plans can be combined to be optimal.
2. Top-down planning and bottom-up planning
Planning from top to bottom (top-down): a manager under the manager plan based on the peak of the purpose of the top managers have been determined.
Planning from the bottom to the top (bottom-up) was developed at the bottom without any restrictions on a regular basis through a hierarchy to the top level managers. Advantages: strong commitment and ownership in planning a more low. Weaknesses: when is too extreme akan may fail to produce all the tasks integrated in the organization as a whole.
3. Contingency Planning
-> Planning that focuses on the mind in the future. Planning includes the determination of the action alternatives can be implemented in case the original plan does not match because of a change in circumstances. Key: predicted change in the future that could result in a plan that is being executed.

BASIC-BASIC PLANNING THAT EITHER
1. forecasting
the process of making assumptions about what will happen at the akan datèang.
a. qualitative forecasting: a predicted future use of experts
b. quantitative forecasting: a predicted future use of data analysis and mathematical statistis (time series analysis, model ekonometri, survey statistics)
2. Usage scenarios
includes the determination of some of the alternative scenarios akan dtaang events or circumstances that may terjadi.è
Identifying different possible scenarios that time will help organizations operate more flexibility in a dynamic environment.
3. benchmarking
è external comparison to better evaluate the performance of a flow and determine kemungkinana action for the future. Goal: to find out whether the people and organizations work well and to plan how to combine ideas in operation.
4. participation and involvement
è active participatory planning: planning in which all those who may akan memperngaruhi result of planning and will help the planning-planning.
5. use of staff planners
è staff planner function: responsible for directing and planning system to coordinate the organization as a whole or for one of the main components of planning.

HISTORY OF MANAGEMENT

Field of management studies from the developing economy in the century ke19.
Classical economic actors such as Adam Smith and John Stuart Mill gives theory of allocation of resources, production and pricing.
At almost the same time, inventors like Eli Whitney, James Watt, Matthew Boulton and develop production techniques such as standardization, quality control procedures, cost accounting, exchange of materials, and planning work.
In the mid-19th century, Robert Owen, Henry Poor, and M. Laughin and others to introduce the human element with theories of training, motivation, organizational structure and control the development of workers.
At the end of the 19th century, marginal economic actors Alfred Marshall and Leon Wairas other and introduce a new layer of complexity theory to management. On 1990an managers try to change their theory of keseleruhan based on science.

The first theory of management that appear around tahun1920 complete. People such as Henry Fayol Church and Alexander explains some of the branch in the management and the relationship to one another.

Peter Drucker wrote a book about the early management applied: "The concept of Corporations" (Concept of the Corporation), published year 1946. This book appears on the idea Alfred Sloan (chairman of GeneralMotors), which assigns research on the organization.

H. Dodge, Ronald Fisher, Thorton C Fry and techniques introduced in statistics to management. In the 1940's, Patrick Blackett statistics combine theory with economic theory, micro-born science research operations. Operations research, often known as "Management Science", the approach tries to solve the problem of science in management, particularly in the areas of logistics and operations.



Facilities management

Man (HR): In the management, the human factor is the most determining.

Human goals and create a human who also make the process to achieve the goal. Without any human being does not have the process work, basically because human beings are working. Therefore, the management of relief

because of the people who work together to achieve the goal.

Money (money): Money is one of the elements that can not be ignored.

Money is a means of exchange and gauge value. The results of activities can be measured from the amount of money circulating in the company. Money is a tool (tools) that are important to achieve the goal because all things must be considered rational. This will be related to how the money should be provided to pay for the salaries of labor, alatalat required and must be purchased and how the results will be achieved from an organization.

Materials (material): The material consists of a half-finished material (raw material) and so. In the business world to achieve better results, than a human expert in the field must also be able to use materials / materimateri as one of the facilities. For the human and material can not be separated, without the material will not achieve the desired results.

Machines (machinery): In the event the company, machines are needed. The use of machines will be easier to bring a profit or a greater efficiency and creating employment.

Methods (method): In the implementation of the work required methods of work. A working procedure that will smooth the way good job. A method can be stated as the determination of how the implementation of a task with a variety of considerations to the target, facilities available and the use of time and money and business activities. Please note, although both methods, while those who do not understand or does not have any experience of the results will not be satisfactory. Thus, the main role in the management still human beings themselves.

Market (market): the product to be sure is very important because if the goods are not manufactured behavior, then the process will stop production of goods. That is, the process will not work in progress. Therefore, control of the market in the sense that production is spread factor in determining the company. So that the market can be the quality and price of goods must be in accordance with consumer tastes and purchasing power (ability) consumers.

Management as a science

Knowledge management is a collection of knowledge that disistemisasi, collected and received the truth. This is evidenced with the scientific method that can be used in any problem solving in management.

Management as an art

Some experts, such as Follet management is considered an art. This is caused by the leadership requires charisma, emotional stability, authority, honesty, ability to establish antaramanusia all that much is determined by talent and hard to be someone.

Management function

Management operates through various functions, are usually classified in the planning, organizing, leadership / motivation and
Planning: deciding what should happen in the future (today, next week, next month, next year, after five years, etc.). And plan to be implemented

Organizing: making maximum use of the resources needed to implement the plan dnegan

Leading / Leadership and motivation: the ability in this area to make the other taking the role in achieving an effective plan

Controlling: monitoring the progress monitoring plan, which may require changes depending on what happens.



Field Management

v Human Resources Management.

v Operations Management or Production

v Management Strategy.

v Management Marketing.

v Financial Management.

v Information Technology Management.