Planning

PLANNING

ORGANIZING

STAFFINGLEADING

CONTROLLING

INTRODUCTIONPLANNING PROCESSOPERATIONAL PLANNINGACTION PLANNINGEVENT PLANNING

APRIL MAE B. DELOLA

PLANNINGMANAGEMENT FUNCTION

1. The purposeful consideration of the future objectives of an organization or part thereof

2. The means and activities involved

3. The drafting and implementing of a plan to make the efficient achievement of the objectives possible

WHAT IS PLANNING? It encompasses…

WHY PLAN?

1. Leaders are proactive

2. For the organization to reach its ultimate goal

3. Sets direction to other functions4. Teamwork5. Improves decision making6. All management levels engage in planning7. Adaptation to change

IDENTIFYING OPPORTUNITIES

AVOIDING PROBLEMS

Furthermore…

1. Reduce uncertainty2. Focuses attention to the objectives3. Improves performance4. Makes financial control possible5. Guides manager’s efforts6. Prerequisite for control7. Ensures coordinated actions

WHAT is to

be done

WHEN

to do it

HOW

to do it

WHO

is to do it

HOW TO PLAN SUCCESSFULLY?

Consider the basic steps:

WHAT

•Proper objectives are defined

•Service to be delivered + assessment measures (QTY & QLTY)

WHEN

•Timetable for performance measure

•Timing and order of events

HOW

•Operational planning

•Specifics

WHO

•Allocation of responsibilities

• Identify individuals – specific tasks, day-to-day operations

3

2

1

PLANNING PROCESS

•Long term

objectives

STRATEGIC

PLANNING

•Day to day

operations

OPERATIONAL

PLANNING

LINKED

Stages in Planning

3

2

1

PLANNING PROCESS

LOGICAL AND ORDERLY SERIES OF STEPS

Rational and amenable to the scientific approach to

problem solving

STEPS

IN

PLANNINGPROCESS

1. Define Mission2. Analyze Strengths3. Analyze Weaknesses4. Identify Opportunities5. Identify Threats6. Set Goals7. Set Objectives8. Develop Tactics9. Develop Operations10.Monitor Plan

STEPS IN PLANNING PROCESS

1. Define the Mission

• Mission –purpose of the organization

• Raison d'être = reason for its being

• Clearly define your mission

• Mission Statement • broad, yet clear and concise• no more than a single sentence• summarizing what the organization does• easily understood• easy to recite from memory


1. Define the Mission

Directs the entire organization Leads to supporting tactical and operational plans Leads to supporting objectives Guides employees to work independently and collectively

MissionTexas Woman’s University School of Library and Information Studies educates professionals to become leaders in practice and research in the field of library and information services; inspires intellectual curiosity, scholarship, and research to expand knowledge in library and information studies; and develops leaders who promote exceptional services in libraries within diverse communities.

MissionThe Library’s mission in the next decade is to lead the collaborative development of an academic information infrastructure that enhances and meets the changing needs of preservation, discovery, transmission, and the application of knowledge, creativity, and critical thought.

Cornell University Library

MissionThe mission of the Library Science (LS) program is to contribute to the essential knowledge, skills, and values of librarianship, and to instill these in our students.

University of Missouri


2-5. Conduct SWOT Analysis

• Strengths, Weaknesses, Opportunities & Threats• It begins with scanning the external environment

• Sources of information:• customers, suppliers, governments, professional and trade

associations (exhibitions, conventions), journals and reports

• The assumptions and facts on which plan will be based• SW –internal assessment• OT –external assessment of the environment



• Assess the STRENGTHS• How efficient?• How skilled are the staff?• Are the resources above the standards of quality?• Superior reputation?



• Assess the WEAKNESSES• Vulnerable areas that can be exploited• Facilities outdated?• Collections adequate?• Technologies obsolete?• What does the competition do well?



• Identify OPPORTUNITIES• Which area is the competition not meeting customer

needs?• Possible new services?• Are the rivals weak?• What are the emerging technologies?• Possibility of growth of existing market for IT?



• Identify THREATS• Which area does the competition meet customer needs

more effectively?• New competitors?• Shortage of resources?• What are the new regulations?• What substitute products/services exist?



• Best strategy is one that fits the organization’s strengths to opportunities in the environment

• Baseline for future improvements & gap analysis• External benchmarks (best practices) comparison


6-7. Set Goals and Objectives

• To bridge the gap between current capability and the mission

• Objectives – performance goals• Objectives elaborate the mission statement• Can be measured/assessed in the future

• Whether the objective has been achieved

GoalsThe School of Library and Information Studies prepares students for professional roles in library and information services.

• Develop professional competencies that reflect an appropriate balance between theory and practice.

• Prepare students to use technological advances to meet the changing information needs of a diverse society.

• Contribute to the improvement of library and information services through teaching, research, publication, and professional service.

• Advance the information professions through the development of new knowledge in library and information studies.

ObjectivesThe programs of study leading to the degrees of Master of Library Science and Master of Arts in Library Science are accredited by the American Library Association. The master’s degree programs are designed to prepare information professionals who will:

• Articulate an understanding of the dynamic role of librarianship as a profession and the changing roles of libraries as agencies;

• Demonstrate ability to apply the principles of acquiring, organizing, delivering, and preserving information and knowledge;

• Use knowledge and skills to perform effectively in professional positions; • Employ technologies to meet information needs in a variety of contexts; • Analyze social issues that have an impact on professional practice; • Plan for continuous, career-long professional development; • Recognize the value of participation in professional organizations and activities.

https://www.twu.edu/slis/mission-goals-objectives.asp

Mission: The mission of the master's of library and information science program is to prepare qualified individuals for professional roles in libraries and other information environments with appropriate knowledge and skills to serve the information needs of their communities.

GOAL 1: To foster and promote among master's degree candidates a knowledge of and commitment to ethical practice on the part of library and information professionals.

OBJECTIVESAs a result of this goal, candidates will:A. Discuss and defend the articles of the Library Bill of Rights.B. Develop policies on how to deal effectively and fairly with persons who seek to censor materials in libraries and information centers.C. Develop policies for providing libraries and information centers with a variety of viewpoints through a balanced selection of materials and services and fostering the patron's right to read.D. Analyze the needs of the community being served.

The University of Southern Mississippi

Goal and Objectives

Provide cutting-edge facilities and services to support research, teaching, learning, and scholarly communication across disciplines.

•Renovate physical facilities, beginning with Olin Library, to support the evolving needs ofcurrent and future learners and researchers.

•Provide the technology infrastructure, user services, and spaces for study, collaboration, teaching,and experimentation in all library buildings.

•Conduct ongoing assessment to ensure services and facilities anticipate and match evolvingacademic expectations and needs.


8-9. Develop Related Strategies

• Tactical plans – based on strategic plans• Operational plans – based on tactical plans

• Specific plans needed for each task

• Monitor progress/follow up• To assure plans are carried out properly and on time

• May need adjustments• Adapting to changes

• Top Level Management• General, long term goals that require more than one year to achieve

• Long term growth, improved customer services

• Middle Managers• Interpret the goals and develop tactical plans for their departments

A. TACTICAL PLANS

• Middle Managers need detail reports to make tactical plans

• Tactical Plans• Shorter time frames• Narrower scopes• Specific ideas for implementing strategic plan• Making detailed decisions about

• What to do• Who will do it• How to do it

A. TACTICAL PLANS cont

• Implemented by supervisors• Set standards, form schedules, secure resources, report progress

• Short term, deal with day to day work• Support tactical plans• Samples: Work schedules, identifying needs of staff• Includes policies, procedures, methods and rules

B. OPERATIONAL PLANS

B. OPERATIONAL PLANS cont

POLICYGeneral statement designed to guide employee’s actions in recurring situations; guidelines

Provides initiative and discretion on supervisors

Library policies

PROCEDURE

Sequence of steps; operations describing how to carry out an activity; customary way of handling a recurring activity; more specific than policy

Less discretion permittedto the supervisors

Sequence of steps in routingof parts

METHODSets up the manner and sequence of accomplishing a recurring, individual task

Almost no discretion is allowed

Steps in cataloging and classifying

RULEEstablished guide for conduct embracing definite things to do and not to do

Holds no exception “No Smoking”


10. Monitor the Plan

• To continuously improve the strategic planning process

• Monitoring Procedure:1. Establish short-term standards that will validate

the long-range estimates• Short term guidelines will indicate if the plan is

unfolding as hoped


10. Monitor the Plan

Monitoring Procedure (cont):2. Set up criteria as to decide when to change the

strategy

• Feedback –will determine if goals and objectives are feasible

OPERATIONAL PLANNING

• Bottom level of the planning hierarchy• Short term programs• Make activities implementing long term objectives• First line and middle management• To measure progress of broader aims• S.M.A.R.T. –specific, measurable, attainable, relevant/realistic, time constrained

OPERATIONAL PLANNING cont

• Basic steps:1. Research – to understand; to clarify; to generate

ideas and courses of action2. Selection – selecting appropriate course of action3. Design – emphasize quality, reliability and cost

effectiveness (introduction of new service)4. Implementation – training be planned for the staff

and users (new tech)

TECHNIQUES TO ASSIST PLAN DEVELOPMENTS

• Gantt Chart – planning the progress; y-axis: activities, x-axis: time line

• PERT Network (Program Evaluation and Review Technique) – “critical path analysis”; more complex; computer software package

• Modeling or Simulation – pretest plans; testing options; manual or using computer software

ACTION PLANNING

• Operationally defines the objective by expressing it in terms of specific actions/operations

• States what steps or tasks will be accomplished to achieve the objective

• Schedule with definite deadlines, resources necessary and methods to measure objectives

EVENT/BUSINESS PLANNING

• For special events (Book week, Book fair…)1. Establish clear and prioritized goals2. Sell event to staff and supervisors3. Prepare schedule of activities4. Decide upon the guests, location, activities, catering, etc5. Draw up a budget as early as possible6. Allocate staff and other resources7. Market the event –promote8. Conduct the event9. Follow up and evaluate

Planning

Documents

Transcript of Planning