Supervisory Planning

1
Chapter 6

• Supervisory Planning

2
The What and How of Supervisory Planning

• Planning is the process of deciding what
  objectives to pursue during a future time period
  and what to do to achieve those objectives

3
How the Organization Plans

• Strategic plans are the responsibility of top
  management, but many levels of managers are
  involved in its development
• Specific plans for the different parts of the
  organization are derived from the strategic plan
• As the planning process moves to lower levels it
  changes
• The plans become narrower in scope
• They cover shorter time spans
• They become more specific and detailed

4
The Supervisor and Strategic Planning

• Benefits to supervisors being involved in
  strategic management process
• Allows them to see the big picture
• They develop more conceptual skills and better
  decision-making skills
• It prepares them to move up in the organization

5
The Supervisors Role in Planning

• Supervisory plans are derived from the general
  plans of higher levels of management
• Supervisory plans are more detailed answering
  who, what, why, where, and how
• Supervisors often provide input for upper level
  management planning

6
The What and How of Supervisory Planning

• Setting objectives -- At the supervisory-level,
  objectives typically deal with quantity, quality,
  cost, personnel, and safety. Objectives that
  have the best chance for success have certain
  characteristics
• (SMART)
• Specific, measurable, achievable, relevant, and
  time-based

7
The What and How of Supervisory Planning

• Action planning
• The action plan tells how objectives are to be
  achieved and should answer the following
  questions
• What must be done?
• Why must it be done?
• When should it be done?
• Who should do it?
• Where should it be done?
• How should it be done?

8
Contingency Plans

• Contingency plans keep the supervisor prepared
  and knowing what to do if something goes wrong
• They should be discussed with subordinates and
  other supervisors who would be affected by them

9
Policies, Procedures, and Rules

• Policies
• Are broad general guidelines to action
• Set boundaries for action
• Ensure consistency in the organization
• Procedures
• Are a series of related steps performed in
  sequential order to achieve a purpose
• Are sometimes known as standard operating
  procedures (SOPs)
• Provide uniformity and lessen the need for
  decisions
• Rules
• Require that specific and definite actions be
  taken or not taken with respect to given
  situations
• Permit no flexibility or deviation
• Usually involve a single action

10
Common Supervisory Planning Activities

• Providing information for high-level planning
• Developing a budget A budget is a statement of
  expected results or requirements expressed in
  financial or numerical terms
• Improvement programs These may include
  cost-reduction programs aimed at improving
  safety, quality, methods, and housekeeping
• Human resource needs These include staffing
  and planning for absences

11
Common Supervisory Planning Activities

• Production planning Determining the necessary
  materials, facilities, and human resources
• Resource allocation
• Routing
• Scheduling
• Gantt charts
• CPM and PERT

12
Management By Objectives

• Based on the premise that establishing personal
  goals elicits employee commitment, which in turn
  leads to performance
• Each employee has a part in determining work
  objectives and the means for achieving them
• Employees are rewarded on the basis of objective
  attainment
• MBO is most effective when used at all levels of
  the organization