Planning

Introduction:
The QS firm is a fragmented industry which comprises large and small firms. These firms
comprise of developing firms, consultant-service firms, construction firms and manufacturing
firms. The industry comprises overlapping markets in terms of size, geographic location, type and
projects’ complexity.

The strategic planning process however is new in the construction industry. Strategic planning in
QS firms has the potential to enhance firm performance and to survive in the construction
industry. A firm’s performance is tied together to its survival and profitability. Strategic planning
process increases the way a firm manages the internal resources, scanning the external
environment, position themselves in an industry which is important for small and medium firms
like QS operating in the uncertain construction industry. This is because small and medium firms
are easily affected by the changes of the industry.
The strategic planning process addresses a long-term goal and requires the involvement of top
management in policy making, reviewing the objectives, goals, allocation of resources,
identifying alternative strategies, scanning for environment and evaluation to the whole process.
Not all research has supported the positive impact of top management involvement in strategic
planning; strong theoretical support suggests that broad involvement by top management in the
strategic planning process enhances the organizational outcomes. For instance, Westphal and
Frederickson found that top management has a significant impact on strategic planning and the
involvement also enhances psychological planning consequences such as morale, commitment to
the firm, commitment to planning and motivation. By having formalized strategic planning in the
firm all processes, roles and responsibilities involved and the results will be evaluated in a
systematic manner. Thus, the environment is an important factor for quantity surveying firms
which are operating during the declined construction industry period. The type of strategic
orientations by QS firms influenced their formality towards strategic planning process.
Conclusion:

When comes to formalization of strategic planning, it could be suggested that the formalized
strategic planning depends on to the Defender strategic orientation.
It could be suggested that the strategic planning process depends on to the extent of QS firms’
strategic orientation and the strategic orientation takes into accounts a firm’s environment.
GOALS

1. Introduction

Individuals find themselves compelled to pursue several types of goals at the same time. As
spouses, parents, children, teachers, researchers, and more, they seek to achieve a wide range of
goals. Simon’s approach, a group of intertwined goals whose attainment requires similar actions
can be referred to as a goal type. For example, parents cannot simply put parental responsibilities
above professional ambitions because neglecting professional goals can undermine their
effectiveness as parents by decreasing their happiness and income.

Types of goals:

Organizational goals defined at the organizational-level - have consistently been a central element
in organization theory .Organizational goals have most commonly been employed as criteria for
assessing effectiveness .Organizational goals are in principle benchmarks used to evaluate the
effectiveness of organizational behaviors and attained outcomes .If organizations goals are unique
to their context, then comparing goals across organizations would be like comparing the volume
of one building with the architectural style of another. Types of Goal are effectiveness criteria
whose attainment requires performance of related actions. The concept of organizational goal
types includes such effectiveness criteria as increasing sales, improving profit, and speeding cash
flow. In adapting to complex environments, organizations develop complex visions and structures
that are reflected in their goals. Multiple organizational goals are necessary for each organization
– even organizations that consist of relatively simple systems. While there is variation from
organization to organization in goal types as well as in goals, there are some common goal types
that must be satisfied in order for organizations to achieve a satisfactory performance. For
example, Cyert and March identified the domains as consistently important: production, sales,
inventory, market share, and profit. When organizations pursue multiple types of goals, the
complexity and the structure of these goals become important considerations.
Conclusion:
Organizations must interact with their environments in their pursuit of goals, and forces in their
environments, especially competitive pressures, push them in several different directions at once.
Interdependence among goals also makes it difficult for organizations to narrow their goals
because attainment of one goal might require pursuit of other goals as well and there may be
economies of scope in pursuing related goals.

WHAT IS PLNNING?

Definition:

Defining organization goals, establishing strategies for achieving those goals and developing
plans to integrate and coordinate activities.

Planning is preparing a sequence of action steps to achieve some specific goal. If you do it
effectively, you can reduce much the necessary time and effort of achieving the goal.

A plan is like a map. When following a plan, you can always see how much you have progressed
towards your project goal and how far you are from your destination. Knowing where you are is
essential for making good decisions on where to go or what to do next.

WHY DO MANAGERS PLAN?

Planning seems to take a lot of effort. It is therefore important to prepare a plan keeping in view
the necessities of the enterprise. There are some following reasons that show why managers plan
i.e.

 Planning reduces uncertainty by forcing managers to look, anticipate change and develop
appropriate responses. And although managers plan so they respond effectively.

 Planning minimizes waste and unemployment.

 Planning establishes the goals used in controlling.