PROPOSAL FOR PEDAGOGICAL INTERVENTION
WEAKNESSES AND THREATS
PROACTION
MONITORING
DEFINITION OF RESPONSIBILITIES
CONSTANT ANALYSIS
COMPREHENSIVE DEFINITION
MINIMIZE WEAKNESSES, MAXIMIZE POTENTIALS
CONSTRUCTIVE PROSPECTIVE
OBJECTIVE AND BENEFIT
DEFINITION OF THE PROBLEM
EVALUATION OF STRATEGIES
TIMES AND MOVEMENTS
FEEDBACK
REPORT
REPLANATION
STRENGTHS AND OPPORTUNITIES
HIERARCHY OF OBJECTIVES
REQUIREMENTS
ALTERNATIVE OF CONTINGENCY
PROJECTED BENEFITS
The way in which the schools are organized will include in the planning system, that is, a school with a central organization that deals with a single set of activities, they will have a relatively simpler system than those with centers of decentralized activities.
Once the managers have decided on what they want to obtain from their work system, it is very important that the details are analyzed with great care. In a small company, the plan for planning can be transmitted orally by managers, but in large schools it is recommended to do so in writing.
There is no simple pattern for the organization, which can be adapted to all companies can not indicate exactly what factors will determine what type of planning systems should be used in a particular company.
The systems must be designed so that they adapt to the particular characteristics of each company.
Confusio is credited with saying that if he were the ruler of the world, the first thing he would do would be to fix the definitions of the words since action will depend on them.
A conceptual model is one that presents an idea of what something should be in general, or an image of something formed by the generalization of particularities. In return, an operating model is what is actually used in the company
The directors and employees of the organizations have interests that must also be appreciated and considered in the planning process
A company is considered as a system composed of different subsystems, through which senior management can see the company as a whole, instead of dealing with each party individually and without relating it to the other parties.
Both for senior managers and for the rest of the directors who are members of a company, strategic planning formulates and answers some of the key questions in an orderly manner and with a scale of priorities and urgencies.
A changing environment is a substantial factor, which influences the introduction of formal planning in several companies. It is well known that for most of the latter the environment changes rapidly and offers great dangers and opportunities.
An effective strategic planning process will not serve much unless the specific objectives are established at some point. There is no doubt that individuals within an organization will usually fight hard to achieve defined, established goals for their company.
Some behavioral benefits that may be considered essential are:
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communication channel
managerial training
sense of participation
The best planning tends to be done in organizations with the best addresses.
Within this type of organization, senior managers must carefully comply with all conceptual functions, and ensure that the operational relationships chosen reflect the needs of the people involved in the planning.
The system should be designed only after talking to these people. The first system probably should not be too complex or ambitious; the environment within the school should be adequate for planning and senior managers should be involved in an appropriate manner with the process.
most organizations the introduction and development of a strategic planning system give rise to all kinds of biases against planning, which must be understood and overcome if the system must operate effectively
Directors who oppose the planning of their activities indicate several reasons in support of their antipathy, some of which are:
I do not have enough time to do my daily work, so how can I devote time to making plans for the future?
"I do not understand what is to be done."
"The planning of long-term activities is too complicated."
"We can not predict exactly how to plan a distant future."
"It represents too much paperwork."
"What I need more than long-term planning to secure future profits is a better control of labor productivity."
The set of planning techniques contains a variety of methods to help managers make decisions. The variety ranges from intuitive techniques to automatic quantitative decision tools, such as inventory replenishment formulas.
A model is a simplification of reality by means of which reality can be relatively easily studied. Several different types of computer-based models can be used in the planning process.
Due to these and other reasons there are often conflicts between the disciplinary logic of analytical techniques, including the strategic planning system and the realities of direct decision making.
Principals do not need to have more knowledge about the mechanics of techniques to use them properly. However, the directors need a working knowledge of each main technique, its nature, how and where it can and should be used, and its potentialities and weaknesses at the time of its use.
The complete management information system should be designed to ensure that managers have the necessary knowledge to assess whether individual performance is in accordance with the plans, and if not what actions should be undertaken in this regard.
The word control is used here in the direction of managerial control that seeks to ensure that the performance is in accordance with the plans.
Such control involves a process of evaluating performance and taking the correct action when performance differs from the plans.
Establish Standards The control process starts with the plans. As has been said before, in the planning process there is a continuous reduction of details, from broad strategies to tactical, specific plans. The latter establish goals, goals and standards to guide compliance with strategic plans.
Measure performance against standards. There are different aspects regarding the measurement of performance: first, what degree of variation will be the reason for taking corrective actions? Second, managers must be alert to determine if the rules should be changed. Due to the changes that take place in the environment, it may be necessary to correct the rules before considering performance.
Evaluate Performance and take corrective action. Past performance measures and forecasts, in fact, alert managers to what is happening or what may happen, but not determine what action should be taken.
These tentative objectives must be evaluated against the analysis of the situation of personal potentialities and weaknesses, opportunities and limitations of the environment.
The first evaluation should be as honest and obvious as possible. The second includes the forecasts of the future; This effort should involve many thoughts and research, but not an exhaustive study effort.
The next step in the process is to identify the main elements that should be taken into account when determining how personal self-satisfaction for a lifetime can be improved.
In both individual and corporate planning, the planner may find it appropriate to go from the objectives to the strategies and vice versa, in terms of the weaknesses, potentialities, opportunities and limitations identified in the situation analysis in the planning system.
The strategies must be evaluated in terms of their credibility, which of course will depend heavily on potential, personal weaknesses and future prospects.
The key to personal planning is knowing where to start. In the present the planning of a company is suggestive. In the planning of a long-term business, a typical starting point in some fundamental objective integrated and perfected, such as utility and performance.
It is not difficult to make a decision regarding an aspect of life, which will cause a change. If I have no education and I want to acquire knowledge, I can do it.
There is a way to answer these questions with the likelihood that a person can actually make decisions that will help make a desired future.
A value establishes a standard for a person, on which the decisions that are made are based.
The values are not only related to the purposes that a person considers preferable to another condition, but also by the preferred means to achieve them. Values are established habits of concern and aptitude towards events or phenomena
Perceptive people who collect information start with a series of patterns systems or concepts of how to relate the data.
They look for patterns and relationships in the data as well as these fit into their mental concepts. They pass from a series of data to others in search of patterns and their eyes are fixed more in the general than in the particular.
the receptive people collecting information concentrate more on the details; they are dedicated to collecting the individual key facts without trying to adjust them to the conceptual patterns.
The interests of other people within the organization are being taken into account more and more in the planning process. These interests, both of directors and of teachers, are changing, companies are taking them into account in their planning process, since by manifesting themselves in a powerful basic premise in the planning of all activities.
In very small companies the expectations of the people within it are dominated by the interests of the director. As these companies grow, the management becomes more sensitive to the interests and values of its personnel.
the managers are of great importance and when they express points of view referring to matters such as the mission of the company, goals and others.
The topics of the contingency plans should be selected according to the impact that their occurrence would have on the company. Alternative strategies should be identified and evaluated in light of the anticipated nature of the event and the capabilities and limitations of the business in dealing with it.
Contingency plans can specify the key moment or warning signs about the imminence of an event, for which the plan was developed. Like strategic planning, contingency planning will help managers deal with crises, for which contingency plans have not been prepared.
The fundamental purpose of contingency planning is to provide managers with a better position to deal with unexpected developments.
By failing to anticipate certain events, directors may not act as quickly as they should in a critical situation and the event may create more damage than it would otherwise have caused.
Contingency planning should eliminate clumsily maneuvering, insecurity and time delays to produce the necessary response to an emergency. In addition, contingency planning should also result in these responses being more rational
An additional advantage of this type of planning is that it forces managers to take into account dimensions in the environment that are not likely events.
The amount of participation that is possible and desirable differs between the managerial levels and the individuals involved. The true degree of participation depends strongly on the superior and the subordinate.
Participation will not always reduce resistance. As stated before, participation has to be perceived by people as appropriate, honest and meaningful.
If the goals are going to be considered significant by the person, they must have a certain characteristic; that is, goals must focus on important areas of organizational needs; must be expressed in terms that are clear and operational, individuals must believe that the goals are reasonable
In each organization there is a set of goals. The basis for creating these is the formulation of the basic purposes and missions of the company.
Carefully prepared missions have been the source of business success. However, in some companies communication problems among directors at any level become more and more difficult as the company grows;
In the formulation of budgetary systems it was stated that they are applicable to other systems designed to control performance to implement plans.
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There must be managerial support.
The organizational structure of the company must be well defined
The budgetary system must be planned and integrated into the strategic plan
Budgets should not dominate decisions; that is, they should not replace managerial credit.
There must be broad participation in the development of budgets.
The budget system should be part of a company-wide planning program. The budget system is the key element of planning; It is part of the planning process but it does not represent the whole
Senior management has the latter responsibility, with the exception of small companies, it is granted to another person, usually a controller or the same director. Again, any person involved should know what is happening and who should perform what activities an important problem to achieve the preparation and control of effective budget is the collection, organization, dissemination and evaluation of information.
The directors should try to develop a planning system as effective as possible. Good strategic planning and a good direction go together. Incorrect planning not only results in incorrect decisions, but also wastes time and effort on the part of managers and staff.
Controls can generate more resistance than acceptance, but this is not always the case. People can be motivated not only to accept controls but also to achieve above-average goals with enthusiasm.
Managers should create control strategies that suit their particular circumstances, and the strategies they choose can have a powerful impact on individual motivation.
The directors must continuously supervise the planning system to maintain a high result of it.
The key to planning is knowing where to start. In the directors who want to achieve an effective control of operation is to implement plans, they must understand the design characteristics of the control systems as well as the human dimension involved in this.