Planning and Organizing Programs

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Planning and Organizing Programs

• Chapter Seven and Eight

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Why Plan?

• To determine what resources are needed and to
  develop them.
• To keep the project moving forward.
• To assist in foreseeing difficulties that could
  occur during change.
• To keep people informed.

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Types of Plans

• Short-range Plan
• Must be compatible with the long range plan.
• If not, resources are wasted.

• Long-range Plan
• Must be within the reach and scope of the short
  range plan.

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The Scope of Planning
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Steps in Planning

• Step One Analyze the Situation
• Look at the profile of the user. Who is going to
  be involved?
• Where is the location and how does the location
  affect the plan, such as parking, etc?
• What environmental factors affect the plan, such
  as building codes, legal restrictions, etc.?
• Who is the competition and how are they going to
  affect the plan?

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Steps in Planning

• Step Two Establish Objectives
• Specifically develop and define what the plan is
  going to accomplish.
• Identify the specific tasks or activities that
  need to be performed.
• Step Three Consider Assumptions
• What is going to happen regardless of the plan
  (Forecast)? Everyone must agree about the
  assumptions and/or premises on which the plan is
  being developed, or the plan will fail.

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Steps in Planning

• Step Four Collect Data
• Collect information or facts that need to be
  researched in order for the plan to work, i.e.
  number of students, equipment needed, etc.
• Step Five Identify Alternatives
• Seek out all of the solutions, alternative
  courses of action as well as the strong and weak
  points to the plan.
• Step Six CHOOSE The Best Alternatives!
• Choose the best course of action for the plan.

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Principles of Planning

• Principle of Flexible Planning
• Change is inevitable. The more flexible,
  organized and involved the plan is, the less
  chance of risk, especially financial loss.
• Principle of Review and Change
• Reviews of the plan should be done frequently.
  The plan should be changed if the expectations
  and goals of the plan are not being met.

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Principles of Planning

• Principle of Planning Commitment
• A plan must forecast the resources needed to
  meet the goals of the plan. Funds, time, and
  staff should be logical and realistic determined
  in order for people to be committed to the plan.
• Everyone must be involved, especially
  administrators.
• Planning should start at the top.

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Principles of Planning

• Planning should be organized.
• Planning should be clear and definite. Everyone
  should have a valid perception of what is
  happening.
• Goals, premises/assumptions, and strategies must
  be communicated clearly.
• Long and short ranged goals should be integrated
  and complement each other.

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Why Plans Fail!

• Lack of meaningful GOALS.
• Lack of SUPPORT.
• Lack of COMMITMENT.
• MISTAKES in the plan.
• Lack of clear delegation of AUTHORITY
• Failure to see the full PICTURE.
• Planners relying too much on their own experience.

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What is an Organization?

• Definition of an organization
• Planned and intentional structure of roles or
  positions in an identified unit that seeks to
  achieve established purposes and objectives. Oh,
  OK!!
• What organizations need
• Well-planned objectives.
• A clear idea of the major duties and activities
  involved.
• An understood chain of command and/or authority
  so that members know what they can and can not do
  .

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Types of Organization

• Formal organization is a planned structure whose
  roles (those that belong) are identified and have
  common objectives, such as a YMCA or NJAHPERD.
• Informal organization is a group of people that
  get together and contribute to joint outcomes but
  do not have conscious joint goals, such as a
  group of coaches or fitness instructors who get
  together because they work together and are
  friends.

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Departmentalization Organizational Divisions

• NUMBER Numbers of people
• The military
• FUNCTION Task specialization
• Health and Physical Education Department
• Private Health Clubs
• Span of Control Number of levels in the
  organization.
• Delegation of authority.
• Top level to low level.

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Steps in Organizing

• Identify the specific tasks and activities (The
  Objectives of the Plan), i.e. plan for a new PE
  and Athletics Program in a new high school.
• Efficiently group the tasks and activities, i.e.
  coach responsibilities, PE teacher
  responsibilities.
• Assign resources and responsibilities, i.e.
  funding, personnel, time, and facilities.
• Coordinate activities and relationships, i.e. job
  descriptions, operating codes.

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Line and Staff Relationships

• Line function is supervisory in nature, i.e.
  Supervisor of PE. Director, administrator.
• Staff function is advisory and supportive in
  nature, i.e. weight room staff, pool staff.
• How should authority make line and staff
  relationships productive?
• Administrators must keep an open line of
  communication and inform staff members of their
  decision-making.

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How to Decentralizing Authority

• Delegate authority to those who are at a lower
  level on the flow chart.
• This includes accountability and responsibility
  for results.
• What to delegate
• Routine and inconsequential details
• Tasks and duties that others can handle as well.
• Activities that will lead to the development of
  subordinates and their skills.

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Barriers to Delegation of Work

• Barriers to Delegating Work
• Administrators who feel that they are incompetent
  at defining the objectives of the plan.
• Administrators who are insecure about the
  decision-making.
• Administrators who feel that their subordinates
  are incompetent.
• An administrator who fears that someone else in
  the organization will replacing him or her.
• Workers who lack understanding of what is being
  delegated.
• Workers who are too dependent on others.
• Workers who fear criticism.
• Workers who feel overworked.

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A Guide to Effective Delegation

• Set standards that are fair and achievable.
• Understand the chain of command.
• Know subordinates capabilities.
• Develop meaningful goals and objectives.
• Correct subordinate mistakes with tact.
• Reward subordinates with greater responsibility.