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Reporters:Melchor C. Agpasa
Rodel P. HaclaBrian L. Quero
Professor: Jo B. BitonioDM 214 Strategic Planning
Planning Model - a set of variables classified as
endogenous and exogenous, cause effect relationships among these variables and the consistency of these relations.
- attempts to explained when a model of its endogenous variables and exogenous variables.
- it is explained when a model of its endogenous variables can be determined, given those of the exogenous variables.
- first scholar to develop a typology of planning models.
- used the acronym SITAR for the five planning in his topology.
S – Synoptic ModelI – Incremental ModelT – Transactive ModelA – Advocacy ModelR – Radical Model
- Identical to the popular rational model - includes 4 classical elements
Goal Setting Identification of alternatives Evaluation of means against endsImplementation of design
- suggests that planning is contained more by available means than by the definition of the goals
- planned change at any level – institutional, sectoral and national – typically represents small adjustments from the past.
- emphasizes interaction and interpersonal dialogue and the process of mutual learning in planning.
- underscores the confrontational characteristics of decision-making.
- has two versions Spontaneous activism is guided by self-reliance
and mutual aid. Focuses on situational characteristics of nations
or systems that inhibit the equitable distribution of goods and services.
- Introduced three other alternative models in addition to the rational and incremental models.
1. Mixed Scanning2. Learning Adaptive3. General System Models
- more realistic that the rational model and was passive than the incremental model
- treats planning as a process of social learning built on individual psychological development that is best realized in small, non-hierarchical groups
- attempts to use the idea of a system as a unifying scientific paradigm
- group and classified into two groups the typologies developed by Hudson and Wilson as well as other theorists.
Rational Interactive
Synoptic Political SystemResource Allocation IncrementalResource Allocation Organizational
DevelopmentManpower AdvocacyRate of Return Learning
Adaptive Satisficing Mixed Scanning
- presents the most popular rational model in educational planning literature and practice which calls it as the technicist model.
- expert-driven, assumes a linear process of decision-making , levels to treat the organization as a “black box” and severely limits the numbers of variables examined to quantifiable indicators of educations effects.
- views planning as a dynamic, shifting process of interaction and exchange.
- it rejects the assumption of rational decision- making
- recognizes education as an open human system located in a social environment too indefinite and inconstant to allow easy generalizations.
Model Process Structure Technology
Technicist Analytical and administrative activities by oligarchy of specialist
Centralized planning offices; clear lines of authority
Systems analysis, cost benefit studies, programming techniques, MIS
Political Exchange, negotiation, cooptation by various stakeholding groups
Centralized goal and policy mechanism; diffuse means of articulation and less formal and aggregation of interests
Combination of formal analytical and information systems and less formal information exchange
Consensual
Dialogue, consciousness-raising
Decentralized small face to face groups
Delphi, team intervention
- defined as the series of steps or phases of procedures and activities undertaken or followed in doing a particular activity.
- can be reflected or drawn in illustration, graphical or symbolic terms atypical of a model.
- provides proper guidance in what ought to be done in practice.
- also dictate explicitly what people ought to do in order for them to act accordingly and behave rationally so as to ascertain the successful completion of the step or process of activities.
- the process of determining in advance the best possible way of achieving specified development objectives within given time period at the least possible cost
Development Planning
- the process of determining in advance the best possible way of achieving specified development objectives within given time period at the least possible cost
NEDA, 1993
Plans Program
Projects
Fig.1 Development Planning Model (NEDA, 1993)
Policies Strategi
es
Implementation
Monitoring
Evaluation
Situational
Analysis
Goal
Objective
1. Goal-setting2. Situational information3. Policy/Strategy formulation4. Plans/Programs/Projects5. Implementation6. Evaluation
NEDA, 2001
Situation
Analysis
ProjectPreparatio
n
GoalsObjective
sTargets
PoliciesStrategie
s
Program Project
Identification
Investment
Programming
Budgeting
Implemen-tation
and Monitorin
g
Evaluatio
n and Plan
Update
Feedback loop
Figure 2. Development Planning Process Model (NEDA, 2001)
Studies
Planning
Programming
Budgeting
Implementation
Evaluationresearches
1. Situational analysis2. Goal/ objective/ target setting3. Policy/ strategy formulation4. Program/ project identification5. Investment programming6. Budgeting7. Implementation and monitoring8. Evaluation and plan update
- require the conduct of survey and research studies
- the survey calls for the gathering of socio cultural, demographic, economic, physical and natural data and information in the environment
- shall also be undertaken indicating root and present performances, programs and projects, manpower resources, budget and buildings, facilities and equipment
- the data are analyzed and projected in order to identify issues and parameters, constraints and problems, and resources and opportunities which are used as inputs in planning.
- a goal is a broad statement of an image of the future the organization seeks to achieve.
- objectives which emanates from the goal, refers to medium-range expectation which is pursued to satisfy the goal
- target is the most specific statement of purpose which us measurable and achievable.
- framed, more specific policy statements and strategies formulated for each area of concern to as social, economic, physical, political and developmental administrative aspects for a particular period.
- in order to effectively channel resources to development programs and projects considered strategic in the over all attainment of goal.
- prioritization of program and project is done through the conduct of feasibility studies to a listing of priorities viewed as responsive to the development needs of the people.
- the costing of identified priority program and projects.
ImplementationActual carrying out of funded priority
programs and projects by concerned offices and individuals of the organization or the sectoral agency of government
Steiner, 1997 - devised and used extensively by a number of
business companies in the US providing different products.
Information flow
Expectations of inside group
Societycommunity
StockholdersCustomersSupplierscreditors
The Plan to
plan
Decisions and
Evaluation rules
Evaluation of environmentOpportunities
ThreatsCompanyStrengths
Expectations of inside groups
Top managersHourly
workersstaffData BasePast
PerformCurrent SitForecastsExpectations
of inside groups
Top managersHourly
workersstaff
Master Strategies
MissionPurposes
ObjectivesProgram
Strategies
Medium Range
Programming and
Programs
Short range
planning and
plans
Implementa-tion of
plans
Review and
evaluation of plan
Strategic planning
Tactical Planning
1. Plan to plan2. Expectations of major outside interest3. Expectations of major inside interest4. The data base5. Evaluation of the environment and the
company
I. Plan-to-plan and gathering substantive information needed in the development. - substantive planning premises consist of 4 sub-
steps of data gathering known as corporate appraisal or credit.1. Collection of expectations of major outside interest groups, namely, society, community, stockholders, customers, suppliers and creditors.2. Generation of expectation of major inside interest group like managers, employees and staff.3. Collection of data about the past performances of the company, its current situation and the future.4. Analysis of strengths and witness of the organization and threats and opportunities in the environment.
- Covers the entire range of managerial activities such matters as invitation, compensation, management appraisal and control processes.
6. Master and program strategies 7. Medium-range programming and
programs 8. Short-range planning and plans
9. Implementation of plans 10. Review and evaluation of plans
Information Inputs
Planning ToolsPlanning
Organization
Planning Activities
Information Inputs
PlanningProcess outputs
Planning Outputs/
Performance Interface
Process
Input
Output
1. Information Inputs - data collected externally and internally for
planning purposes2. Planning Tools
- models and conceptual frameworks employed to organize and analyze the information inputs
3. Planning Organization- concerned with the people and organizational positions that are involved in planning and their degree of involvement and influence in the process
4. Planning Activities - the what and how of planning5. Organizational Planning
- covers the internal environment in which planning takes place.- includes relationships between planning and line management
6. Planning Process Outputs - comprise the plans as to their contents,
tools, and strategies7. Planning Outputs / Performance Interface
- concerned with what happens after the plans are produced- it deals with the evaluation process of organization’s performance versus planned goals and represents the key feedback component of the planning process
It puts emphasis on application and implementation, values-driven decision-making and on creatively envisioning the ideal organizational structure.
Planning to plan
Mission Formulatio
n
Contingency Planning
Implementation
Performance Audit
GapAnalysi
s
Values
Scan
Integra- ting Action Plans
Strategic Business Modelin
g
Application Considerations
Application Considerations
Environmental Monitoring
Environmental Monitoring
A. Environmental Monitoring - gathering of data on the macro, industry,
competition, and organization’s internal environment
B. Application considerations
- continuous application aspects as to the integration and checking of the plans
- examination and analysis of the beliefs and values of the stakeholders, top management and the planning team
- involves developing a clear statement of what business the organization is into and attempting to fulfill in society or the economy
- should answer the questions of “what”, “whom”, “how” and “why”
- involves the organizations initial attempt to spell out in detail the paths by which the mission is to be accomplished
- done by analyzing the organization’s strengths and weaknesses and of the external environment threats and opportunities (SWOT)
- identification of gaps between the current organizational performance and the desired future
- to facilitate allocation of resources and identify possible trouble spots
- developed as a response to unanticipated factors in the planning process
- initiation of several tactical and operational plans
- developed by the Northwest Regional Educational Laboratory in cooperation with the Oregon Education Coordinating Council to increase both intra-system and inter-system planning effectiveness in the state.
INFORMATION SYSTEM
STRATEGIC PLANNING
CO
NTR
OL
TACTICAL PLANNING
Program
Monitoring
and Evaluation
Needs ID
Problem
Definition
Problem
A
nalysis
Program
Selection
Generate Alternative Strategies
Pro
gram
Des
ign
Pro
gram
Impl
emen
tatio
n
- includes identification of problems, definition of policy objectives, and assignment of institutional roles and resources
1. Needs Identification 2. Problem Definition 3. Problem Analysis
4. Program Selection
5. Generate Alternative Strategies
6. Program Design
7. Program Implementation
8. Evaluation
-focuses on a school or school district as the frame of planning reference
Mission
SWOT Analysis
VISION
#1
Crit
ica
l S
ucc
ess
Fa
cto
rs
Inte
rna
lS
can
nin
g
Ext
ern
al
Sca
nn
ing
Be
liefs
a
nd
Va
lue
s
Vis
ion
#2N
eeds
Ass
essm
ent
Wha
t is?
Wha
t sho
uld
be
Str
ateg
ic G
oals
Str
ateg
ic O
bjec
tives
Prio
rity
Sel
ectio
n
Dec
isio
n R
ules
Ach
ieva
ble
Aff
orda
ble
Mea
ning
ful
80%
Suc
cess
De
velo
p A
ctio
n P
lan
s-B
rain
sto
rmin
g-F
orc
e F
ield
An
aly
sis
-Co
st b
en
efit
-Se
lect
be
st a
ltern
ativ
e
Allo
cate
Re
sou
rce
sa
nd
Op
era
te P
lan
s
1. Vision #1 2. a. Beliefs and values
b. Environmental scanning: Internal and External
c. Critical Success factors3. Vision #24. Mission Statement5. Strategic Goals6. SWOT Analysis
7. Strategic Objectives 8. Decision Rules and Priority Selection 9. Action Plans 10. Allocate resources and operate plans
MicroMacroMega
Ideal vision
Def
ine
Cur
rent
Mis
sion
Iden
tify
and
Sel
ect
Ne
eds
Der
ive
Mis
sion
Obj
ectiv
e
Iden
tify
SW
OT
Der
ive
Long
and
Sho
rt T
erm
Mis
sion
s
Der
ive
Str
ate
gic
Pla
ns
Der
ive
Tac
tical
And
Op
erat
iona
l Pla
ns
Mak
e /
Buy
/ O
btai
nR
esou
rces
Impl
emen
tC
on
tinu
ou
s Im
pro
vem
en
tF
orm
ativ
e E
valu
atio
n
De
term
ine
Eff
ect
ive
ne
ss /
E
ffic
ien
cy
Revise / ImproveAs Required
Sco
ping
Pla
nnin
g
Impl
emen
tatio
nA
nd C
ontin
uous
Impr
ovem
ent
1. Ideal Vision 2. Identify and select needs
4. Derive mission objectives
3. Define current mission
5. Identify SWOT
6. Derive long and short-term mission
7. Derive strategic plan
8. Derive tactical and operational plans
9. Make / buy / obtain resources
10. Implement
11. Continuous improvement / formative evaluation
12. Determine effective and efficiency. Revise / improve as required
EffectImpact
EvaluationPlan
Update
Implementation
BudgetingInvestment
Programming
Program / Project
Identification
PolicyStrategy
FormulateVision
Environment Scanning
Organization And
Staffing
Training Project Preparation
Internal
External
SWOT
Framework
Mission
Goals
Objectives
Targets
Input
Process
Output
Outcome
a. Organizing and staffing b. Training
a. External environment
b. Internal organization
d. Strategic Planning framework
c. SWOT Analysis
Strong people make just as many mistakes as weak ones do.. But the difference is: The strong ones admit their mistakes, laugh about them & learn from them.