Kay 235: Introduction to Management. Lecture 4: November 2, 2006 Subject: Planning Reading: Starling, Chapter 5

Ebat: px

Şu sayfadan göstermeyi başlat:

Download "Kay 235: Introduction to Management. Lecture 4: November 2, 2006 Subject: Planning Reading: Starling, Chapter 5"

Irmak Şener
6 yıl önce
İzleme sayısı:

1 Kay 235: Introduction to Management Lecture 4: November 2, 2006 Subject: Planning Reading: Starling, Chapter 5

2 PLANNING QUESTIONS What is planning? What are the steps of planning? What is the process like? Where do the planning goals come from? What are the different types of planning? What are some basic planning models?

3 Planning Reasoning about how to get where one wants to go Seeing opportunities and threats in the future Example: Career Planning

5 PLANNING PROCESS Starts with defining goals Forecasting Preparing the available tools for the task Considering the barriers Finding ways to overcome those barriers

6 WHERE DO GOALS COME FROM? Private sector Board of directors, top management Public sector Legislation and court decisions Non-profit sector Trustees Danger: Micromanagement

7 LAYERS OF PLANNING From more general to more specific Policy Statement of goals and prioritizing Plans Specific objectives to attend Programs Specific actions to perform

8 PLANNING TYPES AND MODELS Select a planning approach that is flexible and adaptable Rational planning model vs. logical incrementalism Vision plans Urban and regional planning Contingency planning

9 RATIONAL PLANNING MODEL Planners behave rationally Identify the problem and opportunities Design alternative solutions or courses of action Compare and evaluate the alternatives Develop a plan of action Get feedback and review information A dynamic and iterative (cyclical) process

11 Strengths of Rational Model Translate lofty goals to concrete actions Set priorities See what works before a huge commitment Get feedback from a network of information Periodic scan of environment

12 Weaknesses of Rational Model 1. Bounded rationality 2. Explicit goals are not always good 3. Fails to account for politics 4. The role of subjective and qualitative factors

13 LOGICAL INCREMENTALISM A synthesis of the rational model and incrementalism Meet challenges slowly, take incremental steps Weaknesses Can be slow when conditions require swift action

14 VISION PLANS, URBAN PLANNING Vision Plans Plans to make organizations/ communities better off in the future Classic pitfall: lack of follow-up Urban and regional planning Dealing with issues in a comprehensive and coordinated manner Should involve all stakeholders and interest groups

17 CONTINGENCY PLANS An organization s response to specific situations like emergencies or setbacks Asking what-if questions Scenario planning Identifying several future scenarios

19 FORECASTING Necessary for planning Short-term vs. Long-term thinking Focusing more on services than anticipating problems and preventing them Tunnel vision Anticipatory Government

20 FORECASTING METHODS Expert Forecasting Trend Extrapolation Problems: Saturation, Breakthroughs Leading Indicators Monitoring important developments in certain key areas such as events, elites, literature, organizations, policies

23 STRATEGIC PLANNING Clear understanding of mission, objectives and strategies Decisions by top management Resource allocation Long-term effect Interaction with the environment Performance measurement

24 STRATEGIC PLANNING STEPS Define mission, desired outcomes and goals Why an agency exists, what it does and how it does it? Involve stakeholders Their interests and expectations Competing demands, limited resources Bargaining and balancing

25 SP STEPS-2 Assessing the environment continuously and systematically Anticipate future changes and make adjustments Stay focused on long-term goals Defining desired outcomes Less apparent bottom-line in PA Problems collecting program performance data Diverse and complex factors and lack of control Long-time frames to see the results Aligning activities, core processes and resources Example: Tying HRM to organizational mission, vision and culture

26 Stratejik Amaçlar Küresel Rekabetçi Bilgi Teknolojileri Sektörü İnsan kaynağı geliştirme Sektör yapılanması Sektör yetkinliklerinin geliştirilmesi İhracatın artırılması Talebin geliştirilmesi Rekabetçi, Yaygın ve Ucuz İletişim Altyapı ve Hizmetleri Telekomünikasyon sektöründe rekabetçi ortamın oluturulması İletişim hizmetlerinde vergi düzenlemesi İletişim altyapılarının yaygınlaştırılması ve geliştirilmesi Ar-Ge ve Yenilikçiliğin Geliştirilmesi

27 Stratejik Hedefler Sosyal Dönüşüm Internet penetrasyonu: % 51 (mevcutta % 14) Genişbant penetrasyonu: % 12.5 (% 2) Kamu internet erişim merkezleri: 4500 adet BİT in İş Dünyasına Nüfuzu Bilgisayar sahibi işletmeler: % 95 (% 61) Genişbant erişime sahip işletmeler: % 70 (% 20) Vatandaş Odaklı Hizmet Dönüşümü Elektronik kamu hizmeti sunumu: % 70 Elektronik ortamda gerçekleşen işlemler: % 33 AB nin 20 temel kamu hizmeti sunumu: % 100 Vatandaş memnuniyeti: % 80

28 Stratejik Hedefler Kamu Yönetiminde Modernizasyon Kamu alımlarında e-ihale kullanımı: % 90 Kamu harcamalarında tasarruf: % 9 Çevrimiçi arka ofis süreçleri: % 100 Küresel Rekabetçi BT Sektörü BT sektörünün GSMH içindeki payı: % 2.2 (% 0.8) Yazılım ve BT hizmetleri ihracatı: 407 milyon USD (80 M)

29 EVALUATION OF PLANS Good fit between tools and objectives Criteria Administrative Feasibility Effectiveness Efficiency Political feasibility

30 BARRIERS TO PUBLIC SECTOR PLANNING What you plan does not happen automatically Common mistakes: Expecting the continuance of the status-quo Trying to do too much & over-planning Getting emotionally involved with the plan Underestimating the importance of organizational structure & leadership

31 TYPES OF PROGRAM EVALUATION In federal government Process evaluation Is the program operating as intended? Outcome evaluation Achieving its objectives? Impact evaluation Net contribution vs. Absence Cost-benefit, cost-effectiveness analysis Identify the least costly alternative to meet the goal

32 TYPES OF PERFORMANCE ASSESMENT CHARACTERISTICS DEFINITION PERFORMANCE MEASUREMENT ONGOING MONITORING AND REPORTING OF PROGRAM ACCOMPLISHMENTS TOWARDS PREDETERMINED GOALS PROGRAM EVALUATION INDIVIDUAL SYSTEMATIC STUDIES CONDUCTED PERIODICALLY OR ON AD-HOC BASIS TO SEE HOW WELL A PROGRAM WORKS TIME-PERIOD ONGOING ONE-TIME, LIMITED OR PERIODIC CONDUCTED BY PROGRAM OR AGENCY MANAGEMENT DOMESTIC OR EXTERNAL EXPERTS SCOPE LIMITED TO ORGANIZATION MORE-IN DEPTH, INCLUDES ENVIRONMENT BOTTOM-LINE EFFICIENCY EFFECTIVENESS

Benzer belgeler

Jci Türkiye 2012 Genel Kurulu Ödül Programı JCI Adana Ruhu Herkesi Sarıyor projesi JCI TURKEY Best Local Growth & Development Program

Awards Entry Jci Türkiye 2012 Genel Kurulu Ödül Programı JCI Adana Ruhu Herkesi Sarıyor projesi JCI TURKEY Best Local Growth & Development Program http://www.jci.cc/eawards2n/print.php?lang_id=1&u=28810