MODULE: ORGANIZATION AND MANAGEMENT

WEEK 5 G11

 Forecasting
◦ Making assumptions about what will happen
in the future.
◦ Qualitative forecasting uses expert opinions.
◦ Quantitative forecasting uses
mathematical and statistical analysis.
◦ All forecasts rely on human judgment.
◦ Planning involves deciding on how to deal
with the implications of a forecast.

Contingency Planning

◦ Identifying alternative courses of action that can be

implemented to meet the needs of changing
circumstances.
◦ Contingency plans anticipate changing

conditions.

Contingency plans contain trigger points

Scenario Planning
◦ A long-term version of contingency planning.

◦ Identifying alternative future scenarios.

◦ Plans made for each future scenario.

◦ Increases organization’s flexibility and preparation for

future shocks.

BENCHMARKING

◦ Use of external comparisons to better evaluate current

performance and identify possible actions for the
future.
. Adopting best practices of other organizations that
achieve superior performance

Useof Staff Planners

◦ Lead and coordinate the planning function
◦ Responsibilities include:

 Assisting line managers in preparing plans.

  Developing special plans.

 Gathering and maintaining planning information.

 Assisting in communicating plans.

 Monitoring plans in progress and suggesting

Participation and involvement

◦ Participatory planning requires that the

planning process include people who will be
affected by the plans and/or will help
implement them.
◦ Benefits of participation and involvement:
 Promotes creativity in planning.
 Increases available information.

Fosters understanding, acceptance, and
commitment to the final plan
How participation and involvement help build
commitments to plans
◦ A structured process of regular communication.

◦ Supervisor/team leader and workers jointly set

performance objectives.

◦ Supervisor/team leader and workers jointly review

results.
MBO Involves a formall agreement specifying
◦ Workers’ performance objectives for a specific time
period.
◦ Plans through which performance objectives will be
accomplished.
◦ Standards for measuring accomplishment of
performance objectives .

◦ Procedures for reviewing performance results .

The MBO Process:

◦ Supervisor and workers jointly set objectives,

establish standards, and choose actions.
◦ Workers act individually to perform tasks;
supervisors act individually to provide necessary
support.
◦ Supervisor and workers jointly review results,
discuss implications, and renew the MBO cycle.
 Types of MBO Performance Objectives

◦ Improvement
◦ Personal development
◦ Maintenance

 Criteria for effective performance objectives

◦ Specific
◦ Time defined
◦ Challenging
◦ Measurable

Advantage of MBO
◦ Focuses workers on most important tasks and
objectives.
◦ Focuses supervisor’s efforts on important areas of
support.
◦ Contributes to relationship building.
◦ Gives workers a structured opportunity to
participate in decision making.