Lecture for Grade 11

1. WEEK 7
Presentation title 1
Planning
Techniques
and Tools

2. RECAL
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3. Presentation title 3

4. What are the 3 things that we
need to remember in creating
Organizational plans?
Presentation title 4
Comprehensiveness
Specificity
Frequency

5. These are plans that define the goals that
apply to the whole organization.
Presentation title 5
Strategic plans

6. These plans are good for a year or less. They
lead to the achievement of long-term plans
and are usually the responsibility of the
department heads.
Presentation title 6
Short-term Plans

7. are ongoing plans that guide repeatedly
performed activities within the
organization.
Presentation title 7
Standing Plans

8. Planning Techniques
and Tools
Rodel Gumela

9. Forecasting
9

10. Forecasting is an attempt to predict the future. In
every planning type, there is some sort of forecasting
involved. Some forecasts used are based either on
qualitative or quantitative forecasting. Forecasts that use
opinions from prominent economists are qualitative while
those that are based on mathematical calculations and
statistical analyses/research are quantitative.
Presentation title 10

11. Anyone can make forecasts-the most
important thing is to be as close as possible
and to treat the forecasts with caution so that
they can aid important planning decisions.
Presentation title 11

12. Contingency
Planning
"Plan B"
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13. • Contingency planning identifies alternative courses of action
managers may implement if there is a change in
circumstance or when things go wrong. In today’s business
environment, changes, emergencies, or crises are bound to
occur.
Contingency plans contain factors called “trigger points”
which indicate when the plan should be implemented.
Presentation title 13

14. Scenario
Planning
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15. Scenario planning is the long-term version of
contingency planning. It involves identifying
the future state of affairs and preparing
corresponding plans to be implemented in each
scenario as it occurs. This greatly benefits the
organization as it helps them make
adjustments in their strategies and operations
ahead of time.
Plans in a natural disasters
Presentation title 15

16. 16
Benchmarking

17. Benchmarking is the process of evaluating your own performance
by comparing it to performance levels outside of your
organization, or sometimes across departments or divisions within
your organization. Its primary goal is to learn what other people
and organizations do well and then plan how to incorporate those
practices into the company's operations.
Presentation title 17

18. External benchmarking
vs
Internal benchmarking
Presentation title 18

19. External benchmarking involves searching for other
organizations’ best practices.
Internal benchmarking means encouraging members
of the organizations to learn and improve by sharing
one another’s best practices.
The importance of benchmarking is that it gives the
organization the standard to which they will compare
their progress.
Presentation title 19

20. Participatory
Planning
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Every stage of the participatory planning process includes the
people who will be affected by the plans and those who will be
asked to implement them. The planning technique brings many
positive results to the organization. It includes creativity,
increased acceptance and understanding of plans, and
commitment to the success of plans.

22. Decision-making
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23. Presentation title 23
All people from the organization including managers and
workers/employees make decisions that affect their job and the
company. It is important to note that decision-making requires the
right kind of information, comprehensive data, and the ability to
integrate and interpret the information.

24. 24
Types of Decision
1. Structured or Programmed Decisions
These types of decisions are repetitive. They are
applied in resolving structured problems which are
and easily defined.
there is already a standardized procedure or decision to

25. 2. Unstructured or Non- Programmed Decisions
These decisions are taken by the top management. It is
problems that are unusual and with incomplete
programmed decisions are characterized as being one-
recurring, and requiring careful analysis by the
These decisions have a long-term impact on the
Presentation title 25

26. Types of Decision-Making
Conditions
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Certainty Conditions
These are situations wherein there is an accurate
knowledge of the outcome for each choice. This is the
ideal condition in deciding problems.
Managers can easily make precise decisions because
they know the consequences of each choice.

27. Risk or Uncertainty Conditions
This means that the outcome is uncertain and that
there are several possible consequences in which the manager
incomplete knowledge or they are completely not aware of it.
Managers are required to assess the risk factors associated
Presentation title 27

28. Decision-making
The
Decision-making
Process according
to Robbins and Coulter
Presentation title 28

29. Step 1: Identify the Problem
Step 2: Identify the Decision Criteria
Step 3. Allocate the Weights to the Criteria
Step 4. Develop Alternatives
Step 5. Analyze the Alternatives
Step 6. Select an Alternative
Step 7. Implement the Chosen Alternative
Step 8. Evaluate Decision Effectiveness
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My instruction is Group yourself into 5 and think of
the problem of a certain organization or business
firm and use The Decision-making Process according
to Robbins and Coulter