© 2010 Cengage/South-Western. All rights reserved. Chapter 7: SUPERVISORY PLANNING Leonard:...

© 2010 Cengage/South-Western.All rights reserved.© 2010 Cengage/South-Western.All rights reserved.

Chapter 7:Chapter 7:SUPERVISORY SUPERVISORY PLANNINGPLANNINGLeonard: Supervision 11eLeonard: Supervision 11e

Chapter 7:Chapter 7:SUPERVISORY SUPERVISORY PLANNINGPLANNINGLeonard: Supervision 11eLeonard: Supervision 11e

© 2010 Cengage/South-Western. All rights reserved. 7–2

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:1.1. Define planning and explain why all management Define planning and explain why all management

functions depend on planning.functions depend on planning.

2.2. Explain the concept of strategic planning and its Explain the concept of strategic planning and its relationship to mission statements and visioning.relationship to mission statements and visioning.

3.3. Describe the supervisor’s role in organizational Describe the supervisor’s role in organizational planning.planning.

4.4. Discuss the need for well-defined organizational goals Discuss the need for well-defined organizational goals and objectives, particularly as they relate to the and objectives, particularly as they relate to the supervisor.supervisor.

5.5. Explain management by objectives (MBO).Explain management by objectives (MBO).


AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO: (cont’d)TO: (cont’d)

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO: (cont’d)TO: (cont’d)6.6. Identify the major types of standing and single-use Identify the major types of standing and single-use

plans and explain how these plans help supervisory plans and explain how these plans help supervisory decision making.decision making.

7.7. Describe how the supervisor plans for efficient and Describe how the supervisor plans for efficient and effective resource use.effective resource use.

8.8. Explain the key concepts of quality planning.Explain the key concepts of quality planning.

9.9. Recognize the importance of planning for the Recognize the importance of planning for the unthinkable: crisis management.unthinkable: crisis management.


Management Functions Management Functions Begin With PlanningBegin With Planning

• Planning:Planning: Is deciding what is to be done in the future.Is deciding what is to be done in the future.

Includes analyzing a situation, forecasting events, Includes analyzing a situation, forecasting events, establishing objectives, setting priorities, and deciding establishing objectives, setting priorities, and deciding which actions are needed to achieve those objectives.which actions are needed to achieve those objectives.

Precedes all other managerial functions because Precedes all other managerial functions because managers must project a framework and a course of managers must project a framework and a course of action before trying to achieve desired results.action before trying to achieve desired results.

Planning is a managerial function every supervisor Planning is a managerial function every supervisor must perform every day.must perform every day.


The Strategic-Planning ProcessThe Strategic-Planning Process

• Strategic PlanningStrategic Planning Is the process of establishing goals and making Is the process of establishing goals and making

decisions that enable an organization to achieve its decisions that enable an organization to achieve its long- and short-term objectives.long- and short-term objectives.

Is primarily a responsibility of top-level managers for Is primarily a responsibility of top-level managers for developing and executing strategic or long-term plans.developing and executing strategic or long-term plans.

Requires that middle managers and supervisors Requires that middle managers and supervisors engage corresponding (supportive) planning activities engage corresponding (supportive) planning activities of the organization.of the organization.

Is beneficial to all businesses and organizations, large Is beneficial to all businesses and organizations, large or small.or small.


The Strategic-Planning ProcessThe Strategic-Planning Process

• Mission Statements and VisioningMission Statements and Visioning Mission statementMission statement

A statement of the organization’s basic philosophy, purpose, A statement of the organization’s basic philosophy, purpose, and reason for being.and reason for being.

VisioningVisioning Management’s view of what the company should become; Management’s view of what the company should become;

reflects the firm’s core values, priorities, and goals.reflects the firm’s core values, priorities, and goals.


All Managerial Levels All Managerial Levels Perform the Planning Perform the Planning

FunctionFunction• Planning is the responsibility of every manager.Planning is the responsibility of every manager.

• The magnitude of a manager’s plans depends The magnitude of a manager’s plans depends on the level at which those plans are carried out.on the level at which those plans are carried out. Planning at the top level is more far-reaching than it is Planning at the top level is more far-reaching than it is

at the supervisory level.at the supervisory level.

• Planning looks both ways:Planning looks both ways: Evaluating previous plans and actions.Evaluating previous plans and actions.

Looking to the future.Looking to the future.


FIGURE FIGURE 7.7.11 Planning requires answering these questions.Planning requires answering these questions.


Planning PeriodsPlanning Periods

• Strategic Plan (Long-term Planning)Strategic Plan (Long-term Planning)

Plans, usually done by higher-level management, that Plans, usually done by higher-level management, that involve a span of three, five, ten, or more years.involve a span of three, five, ten, or more years.

• Short-range PlanningShort-range Planning

Plans which span less than one year.Plans which span less than one year.

• Specialized PlanningSpecialized Planning

Very short-range plans (e.g., weekly production run or Very short-range plans (e.g., weekly production run or a single event)a single event)

Preventive maintenance planningPreventive maintenance planning


Organizational Goals and ObjectivesOrganizational Goals and Objectives

• GoalGoal Any long-term target—that is, Any long-term target—that is,

one that will take more than one that will take more than a year to achievea year to achieve

• ObjectiveObjective A short-term target—that is, A short-term target—that is,

one that will take less than a one that will take less than a year to achieve.year to achieve.


Organizational Goals and Objectives Organizational Goals and Objectives (cont’d)(cont’d)

• Goals and Objectives:Goals and Objectives:

Identify the overall purposes and results toward which Identify the overall purposes and results toward which all plans and activities are directed.all plans and activities are directed.

Reflect upper-level managers’ vision for the firm’s Reflect upper-level managers’ vision for the firm’s future commitments and accomplishments.future commitments and accomplishments.

Become the general framework for operations and Become the general framework for operations and lead to more specific objectives for divisional and lead to more specific objectives for divisional and departmental managers and supervisors.departmental managers and supervisors.


Organizational Goals and ObjectivesOrganizational Goals and Objectives

Supervisors must remember two things when Supervisors must remember two things when developing their departmental objectives: developing their departmental objectives:

(1)(1)department objectives must be aligned with the department objectives must be aligned with the organization’s goals and objectives, and organization’s goals and objectives, and

(2)(2)there must be a means to measure and document there must be a means to measure and document the department’s contribution to the organization’s the department’s contribution to the organization’s bottom line. bottom line.


Management by ObjectivesManagement by Objectives—A —A System for Participative System for Participative

ManagementManagement• Management by Objectives (MBO)Management by Objectives (MBO) A process in which the supervisor and employee A process in which the supervisor and employee

jointly set the employee’s objectives and the jointly set the employee’s objectives and the employee receives rewards upon achieving those employee receives rewards upon achieving those objectives.objectives.

Elements of an effective MBO systemElements of an effective MBO system1.1. Specific, measurable, and verifiable objectivesSpecific, measurable, and verifiable objectives

2.2. The inputs, or resources, needed for goal accomplishmentThe inputs, or resources, needed for goal accomplishment

3.3. The activities and processes that must be carried out to The activities and processes that must be carried out to accomplish the goalaccomplish the goal

4.4. The resultsThe results


Management by ObjectivesManagement by Objectives—A —A System for Participative System for Participative Management (cont’d)Management (cont’d)• Why Use Management By Objectives?Why Use Management By Objectives?

MBO is results-oriented.MBO is results-oriented.

MBO motivates and encourages commitment to MBO motivates and encourages commitment to results among all employees.results among all employees.

MBO provides a sound means of appraising MBO provides a sound means of appraising individuals’ performance by emphasizing objective individuals’ performance by emphasizing objective criteria rather than vague personality characteristics.criteria rather than vague personality characteristics.

MBO provides a more rational basis for sharing the MBO provides a more rational basis for sharing the rewards of an organization, particularly rewards of an organization, particularly compensation and promotion based on merit.compensation and promotion based on merit.


Types of PlansTypes of Plans

• Standing PlansStanding Plans Policies, procedures, methods, and rules that can be Policies, procedures, methods, and rules that can be

applied to recurring situations.applied to recurring situations.• PolicyPolicy

A standing plan originated by top-level managers that serves as a A standing plan originated by top-level managers that serves as a general guide to making decisions.general guide to making decisions.

• ProcedureProcedure A standing plan that defines the sequence of activities to be performed A standing plan that defines the sequence of activities to be performed

to achieve objectives.to achieve objectives.

• MethodMethod A standing plan that details exactly how an operation is to be performed.A standing plan that details exactly how an operation is to be performed.

• RuleRule A directive that must be applied and enforced wherever applicable.A directive that must be applied and enforced wherever applicable.


Types of PlansTypes of Plans

• Single-Use PlansSingle-Use Plans Are intended to accomplish a specific objective or Are intended to accomplish a specific objective or

cover only a designated period and are no longer cover only a designated period and are no longer needed or are obsolete once the objective is needed or are obsolete once the objective is accomplished or the period of applicability is over.accomplished or the period of applicability is over.

• BudgetsBudgets Express specific anticipated results in numerical, Express specific anticipated results in numerical,

usually financial, terms for a stated period.usually financial, terms for a stated period. Are associated with control.Are associated with control. Include supervisor’s Include supervisor’s grassroots budgetinggrassroots budgeting of materials of materials

and supplies, wages, utility expenses, and other and supplies, wages, utility expenses, and other departmental expenditures.departmental expenditures.


Types of Plans (cont’d)Types of Plans (cont’d)

ProgramProgram A major single-use plan for a large A major single-use plan for a large

undertaking related to undertaking related to accomplishing the organization’s accomplishing the organization’s goals and objectives.goals and objectives.

ProjectsProjects A single-use plan for accomplishing A single-use plan for accomplishing

a specific, nonrecurring activity.a specific, nonrecurring activity.


Supervisory Planning for Resource UseSupervisory Planning for Resource Use

Planning for the best use of resources:Planning for the best use of resources:Planning for the best use of resources:Planning for the best use of resources:

Efficient use of spaceEfficient use of spaceEfficient use of spaceEfficient use of space

Use of other major physical resourcesUse of other major physical resourcesUse of other major physical resourcesUse of other major physical resources

Use and security of materials, supplies, merchandise, and dataUse and security of materials, supplies, merchandise, and dataUse and security of materials, supplies, merchandise, and dataUse and security of materials, supplies, merchandise, and data

Safe work environmentSafe work environmentSafe work environmentSafe work environment

Full use of human resourcesFull use of human resourcesFull use of human resourcesFull use of human resources

Employee work schedulesEmployee work schedulesEmployee work schedulesEmployee work schedules

Improvement in work procedures and methodsImprovement in work procedures and methodsImprovement in work procedures and methodsImprovement in work procedures and methods

Employee work schedulesEmployee work schedulesEmployee work schedulesEmployee work schedules


Planning for Resource UsePlanning for Resource Use

• Safe Work EnvironmentSafe Work Environment Workplace violence: An act or threat of assault Workplace violence: An act or threat of assault

directed at another employee.directed at another employee. Observance of OSHA and Other Safety RegulationsObservance of OSHA and Other Safety Regulations Safety CommitteesSafety Committees


Planning for Resource Use (cont’d)Planning for Resource Use (cont’d)

• Full Use of Human Resources Requires:Full Use of Human Resources Requires: Developing plans for recruiting, selecting, and training Developing plans for recruiting, selecting, and training

employeesemployees Searching for better ways to group activitiesSearching for better ways to group activities Training employees in the proper and safe use of the materials Training employees in the proper and safe use of the materials

associated with their jobsassociated with their jobs Supervising employees with an understanding of the Supervising employees with an understanding of the

complexities of human needs and motivationcomplexities of human needs and motivation Communicating effectively with employeesCommunicating effectively with employees Appraising employees’ performancesAppraising employees’ performances Recognizing achievementRecognizing achievement Promoting deserving employeesPromoting deserving employees Adequately compensating and rewarding employeesAdequately compensating and rewarding employees Taking just and fair disciplinary actionsTaking just and fair disciplinary actions



• Employee Work SchedulesEmployee Work Schedules Overtime and absencesOvertime and absences

Overtime should be considered an exception or an Overtime should be considered an exception or an emergency measure.emergency measure.

Planning for anticipated absencesPlanning for anticipated absences——vacation and holidaysvacation and holidays

Alternative work schedule plans:Alternative work schedule plans: FlextimeFlextime Part-timePart-time Job sharingJob sharing TelecommutingTelecommuting Work-at-homeWork-at-home



• Employee Work Schedules (cont’d)Employee Work Schedules (cont’d) Part-time and temporary employmentPart-time and temporary employment

Agency hiresAgency hires Interim employeesInterim employees

• Improvement in Work Procedures and MethodsImprovement in Work Procedures and Methods Questions to ask when procedures and methods Questions to ask when procedures and methods

need updating:need updating: Is each operation needed?Is each operation needed? What is the reason for each operation?What is the reason for each operation? Can one operation be combined with another?Can one operation be combined with another? Are the steps performed in the best sequence?Are the steps performed in the best sequence? Are there any avoidable delays?Are there any avoidable delays?



• Planning InventoryPlanning Inventory To reduce the costs of maintaining large inventories, To reduce the costs of maintaining large inventories,

many firms use inventory-control techniques that many firms use inventory-control techniques that better plan the inflow of materials needed for better plan the inflow of materials needed for production.production. Just-in-time (JIT) inventory control systemJust-in-time (JIT) inventory control system

– A system for scheduling materials to arrive precisely when they A system for scheduling materials to arrive precisely when they are needed in the production process.are needed in the production process.

KanbanKanban– Another name for a just-in-time (JIT) inventory-control system.Another name for a just-in-time (JIT) inventory-control system.



• Scheduling and Project PlanningScheduling and Project Planning Gantt chartGantt chart

A graphic scheduling technique that shows the activity to be A graphic scheduling technique that shows the activity to be scheduled on the vertical axis and necessary completion scheduled on the vertical axis and necessary completion dates on the horizontal axis.dates on the horizontal axis.

Program evaluation and review technique (PERT)Program evaluation and review technique (PERT) A flowchart for managing large programs and projects that A flowchart for managing large programs and projects that

shows the necessary activities with estimates of the time shows the necessary activities with estimates of the time needed to complete each activity and the sequential needed to complete each activity and the sequential relationship of activities.relationship of activities.


Crisis Management: Planning RequiredCrisis Management: Planning Required

• Crisis PlanningCrisis Planning Is planning for the unthinkable and its consequences.Is planning for the unthinkable and its consequences.

Is a proactive approach to crisis management.Is a proactive approach to crisis management.

Must be an integral part of every organization’s long- Must be an integral part of every organization’s long- and short-term planning.and short-term planning.

Involves supervisors in anticipating what must be Involves supervisors in anticipating what must be done to adjust when circumstances and priorities done to adjust when circumstances and priorities change rapidly.change rapidly.

Allows supervisors to use their information-getting Allows supervisors to use their information-getting and information-giving skills to help employees and information-giving skills to help employees prepare for and address crises.prepare for and address crises.


KEY TERMSKEY TERMS

• BenchmarkingBenchmarking

• BudgetBudget

• Gantt chartGantt chart

• Just-in-time (JIT) inventory Just-in-time (JIT) inventory control systemcontrol system

• KanbanKanban

• Knowledge managementKnowledge management

• Management by objectives Management by objectives (MBO)(MBO)

• MethodMethod

• MetricsMetrics

• Mission statementMission statement

• PolicyPolicy

• ProcedureProcedure

• ProgramProgram

• Program evaluation and review Program evaluation and review technique (PERT)technique (PERT)

• ProjectProject

• RuleRule

• Single-use plansSingle-use plans

• Standing plansStanding plans

• Strategic planStrategic plan

• Strategic planningStrategic planning

• Total quality management Total quality management (TQM)(TQM)

• VisioningVisioning

• Workplace violenceWorkplace violence

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