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Pedagogical Intervention Proposal 1 - Coggle Diagram
Pedagogical Intervention Proposal
Unit 1. Comprehensive Definition
Definition of the problem
The systems must be designed to adapt to the particular characteristics of each company.
Confusius is credited with having said 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 the 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 through the generalization of particularities.
Objective and Benefit
These questions are increasingly difficult to answer, especially for large companies; however, questions are becoming more and more important as the basis for making the right decisions.
A changing environment is a substantial factor, influencing the introduction of formal planning in various companies.
It is well known that for most of the latter the environment changes rapidly and offers great dangers and opportunities.
Constructivist Prospective
The size of a company is an important dimension to determine the type of system that it can adopt.
In small companies the system must be much simpler because there are much fewer people involved and the operations are less complex than in large ones.
In addition, directors in small companies can often be or are pressured to solve momentary problems, and thus do not have time to think about strategies, in large companies, because they have more staff, the director can dedicate more time to issues of strategy.
Minimize Weaknesses, Maximize Potentialities
Without a doubt, in most organizations the introduction and development of a strategic planning system gives rise to all kinds of prejudices against planning, which must be understood and overcome if the system is to operate effectively.
It is obvious that some prejudices against
a of planning can be more easily overcome by management than others. The first step toward solving a problem is to acknowledge it.
It is a fact that prejudices against the planning of activities exist in companies and if they are not understood and fought they can easily lead to the planning of curricular activities to failure.
Unit 2: Strengths and Opportunities
Hierarchy of Objectives
Perceptual people who gather information start with a series of patterns, systems or concepts of how to relate data.
They look for patterns and relationships in the data as well as these fit into their mental concepts.
They move from one set of data to another in search of patterns and their eyes are more focused on the general than the particular.
Projected Benefits
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 their people.
Regarding the planning process, the values and aspirations of the managers are of great importance and when they express points of view regarding matters such as the mission of the company, goals and others.
Contingency Alternatives
The fundamental purpose of contingency planning is to provide managers with a better position to deal with unexpected developments.
Failing to anticipate certain events, managers may not act as quickly as they should in a critical situation, and the event may create more damage than it would have otherwise.
Contingency planning should eliminate awkward maneuvering, insecurity, and time delays in producing the necessary response to an emergency. Additionally, contingency planning should also result in these responses being more rational.
Requirements
The subject of a contingency plan should be one whose probability of occurrence is less than that for the events included in the planning process.
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 company in dealing with it.
Unit 3. Weaknesses and Threats
Proaction
The Planning Technique Set contains a wide variety of methods to help managers make decisions.
The variety ranges from intuitive techniques to automated quantitative decision tools such as inventory replenishment formulas.
A model is a simplification of reality by means of which reality can be studied relatively easily.
Monitoring
Establish Standards. The control process begins with the plans.
Measure performance against norms. There are different aspects of performance measurement: First, how much variation will be the reason for taking corrective action? Second, managers must be vigilant in determining whether the rules need to be changed. Due to changes taking place in the environment, it may be necessary to correct the standards before considering performance.
Evaluate Performance and take corrective action. Measures of past performance and forecasts, in fact, alert managers as to what is happening or what may happen, but do not determine what action should be taken.
Definition of Responsibilities
What kind of life do I want and how can I achieve my ideas?
How can I invent my own future? When an individual asks these questions for the first time, the problem that will preoccupy his mind is: Where do I start? What elements of my personality, circumstances and future perspectives should I take into account?
What can I say about them? Of course I can dream but how could I make my dreams come true?
Constant analysis
These tentative objectives must be evaluated against the situation analysis of personal potentialities and weaknesses, opportunities and environmental limitations.
For personal potentialities and weaknesses as well as for opportunities and limitations of the environment, the evaluation should be made in terms of both present conditions with respect to each factor, and future perspectives.
The first evaluation should be as honest and obvious as possible.
Unit 4. Strategy Evaluation
Times and movements
Managers should try to develop a planning system that is as effective as possible. Good strategic planning and good direction go hand in hand.
Improper planning not only results in incorrect decisions, it wastes time and effort on the part of managers and staff.
Managers must continually monitor the planning system to maintain high performance.
Feedback
The amount of participation that is possible and desirable differs between management levels and the individuals involved.
The true degree of participation depends heavily on the superior and the subordinate.
The former must not only be trained and willing to deal with subordinates but must also provide the opportunity to do so. Of course, the subordinate must also be interested in participation and must understand that the latter does not mean the transfer of authority from the superior.
Reports
The budgeting 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 its entirety.
The essence of good planning is to take long-term plans and convert them into quantitative budgets, ensuring current coordination between functions and integration with longer-term programs.
Replanning
In every organization there is a set of goals. The basis for creating these is the formulation of the basic purposes and missions of the company.
Specifically, the latter two are an important mission of top management.
Carefully prepared missions have been the source of success for companies.
