TYPES OF PLANNING; REGULATORY OR TRADITIONAL PLANNING
- It has a permanent capacity to self-criticize and evolve. It has collected a large number of analysis and prediction techniques. It has developed its own complex institutional and legal system. It has vast experience in the most diverse fields of application. It has considerable group of institutions for research and teaching, where the most relevant elements of their current revolution have come from. Their great strength is their familiarity with the problems of economic and social development seen from the governmental angle. The planner is "omniscient". It is subdivided into: Centralized (Socialist Countries) and Mixed, Pluralistic, or Indicative (Latin American Countries). It uses the concepts of Policies, Projects, Actions and Recommendations as vague propositions of execution content.
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SITUATIONAL PLANNING
- It is a tool for social change. Technologically, it addresses anticipation simulated by practice. It assumes more realistic assumptions, since who plans is within reality and coexists with other actors who also plan. It does not have a single diagnosis, nor a truth objective, but a situational explanation. The political is articulated with the economic since its horizon is political and the future is uncertain. It is a process that does not end in time, it is always in action. Between the relationship of "must be" and The "can be" has the expression "the viable" that presents economic, institutional, cultural and political aspects. It conceives the norm as the directional orientation around which it is necessary to build the conditions for its fulfillment, that is, the normative is valid but it is not in itself the plan.
STRATEGIC PLANNING:
- It allows to clearly establish the mission and values of the organization, as a guiding principle. It has its origin in the business field and arises as a source of consolidation of the so-called Traditional Planning. To define the strategic elements, part of the process of systematic internal and external research It is a system that has the capacity for self-reproduction and organization. It is a cyclical, permanent, participatory and interactive process. Its practical center is the conjuncture, and it refers to the calculation that precedes and presides over the action. It focuses more on achieving goals and objectives that follow rules and regulations. It recognizes uncertainty and that reality is a complex system. It rejects the reactive position to adopt a proactive position, even with the risks that this implies. It is based on three main pillars: the user,the organization itself and the competitors. It rests on the formulation of three types of fundamental plans such as long-term strategic plans; medium-term programs, operating plans and short-term budgets.
SITUATIONAL PLANNING
Strategic planning uses several basic tools that allow achieving the proposed goals.
Some of them are:
- SWOT analysis, Verification sheet, stratification, cause-effect diagram, pareto diagram, histogram and selection matrix.
OPERATIONAL TACTICAL PLANNING
Operational tactical planning basically refers to the prior assignment of specific tasks that people must perform in each of their operations units.
Among its characteristics are:
- It occurs within the guidelines of strategic planning and tactical planning. It is conducted or executed by mid-level executives. It deals with normal programmable activities. It handles internal and external information. It follows precisely defined procedures and rules. It covers periods It is oriented towards the administration of resources. Its main parameters are effectiveness and efficiency.
According to the degree of obligation:
If one considers the degree of enforcement of decisions made by the planning body, there are two styles that are drastically different.
Imperative planning: mainly characterized by the state issuing mandatory regulations. It should be clarified that every government plan has the authority to determine the direction to be followed by those bodies subordinate to it; that is, the different government entities that make it up
According to the degree of obligation:
Indicative planning: Unlike the previous one, the State assumes a guiding role and suggests actions that guide the country's economic and social activity, but without this implying that individuals or companies are obliged to do so. Among the most used tools are credit, monetary and fiscal policy.
Depending on the level where decisions are made: According to the level at which decisions are made as a result of Planning, the planning style can adopt different degrees of centralization or decentralization.
Centralized planning: It is characterized by the existence of a single central body dedicated to defining the most determining aspects of planning.
Decentralized planning: It is distinguished because it is the economic units that decide whether or not to adhere to the guidelines indicated by the highest-ranking body, so that far from having a single plan, there are a variety of action plans according to the needs and orientations that each unit decides to put into practice, which adds a greater degree of flexibility.
According to the adherence to the established norms: Finally, if the adherence to the established norms is considered during the process and due to the degree of participation of the actors involved, there are two opposing planning styles:
Regulatory planning: It is characterized by granting a high degree of importance to faithful compliance with the rules that have previously been established. It assumes that the standards, usually established by specialists and technicians, guarantee the fulfillment of the desired results, or at least are the best way to approach them. This attitude, sometimes, leads to neglect of the changes that occur in the environment and their effects on the validity and usefulness of the plan. It also minimizes the effect that results from the relationships and interests of the social groups that participate in the elaboration, implementation or the effects of the plan.
According to the adherence to the established norms
Strategic planning: This approach is concerned with monitoring the changes that occur in the environment, both in the plan preparation phase and during its implementation, as well as discovering and monitoring the complexity of the relationships between the variables that compose it and that affect the achievement of the established goals. Strategic Planning recognizes the existence of different interests in the social groups affected by the implementation of the plans, so they must also be considered with the purpose of adding viability to their execution. Strategic planning is interested in understanding the relationships that exist between them, which can become both alliances and conflicts.
Knowing that it is MANAGEMENT, then what is a Management Model:
In this way, management involves a set of procedures that are carried out to resolve an issue, specify a project or manage a company or organization.
Therefore, a management model is an outline or frame of reference for the administration of an entity. Management models can be applied both in private companies and businesses and in public administration.
This means that governments have a management model on which they base themselves to develop their policies and actions, and with which they intend to achieve their objectives.
The management model used by public organizations is different from the management model in the private sphere.
While the second is based on obtaining economic gains, the first brings into play other issues, such as the social welfare of the population.
PLANNING: It consists of fixing the specific course of action to be followed, establishing the principles that must guide it, the sequence of operations to carry it out and the determination of the time and numbers necessary for its implementation.
PERFORMANCE EVALUATION: The performance of all members of the organization is evaluated in order to rate individual productivity and see what can be done to increase it.
GENERAL CONCEPTS
CONCEPTS ASSOCIATED WITH INTEGRAL MANAGEMENT WHAT ARE GOALS?
They represent a relation of numbers in quantity and time operated, while the objectives are the guidelines at a general level. The overall objective should encompass both short and long-term goals in context.
The goals are interrelated with each other, to achieve the general objective, that is to say to achieve the objectives, it is necessary to achieve the goals.
WHAT IS A BUDGET?
They are programs in which figures are assigned to activities, referring to the flow of money within the organization. It involves an estimate of capital, costs and income. Budgets are an essential element when planning, their purpose is to determine the best way to use and allocate resources while controlling the activities of the organization in financial terms.
WHAT IS A PROJECT?
It is a special set of activities that must be carried out within a period generally specified in the workplace.
TECHNIQUES TO FORMULATE THE PLANS AND TO PRESENT THEM
- Organizational and Support Manuals Process and Flow Diagrams Gantt Charts, Pert Meshes, etc. Programs
WHAT TYPES OF MANUALS ARE USED IN AN ORGANIZATION?
- Objectives and policies manualDepartmental manualsEmployee manualsOrganization manualsOther management support manuals
WHAT DOES FINANCIAL PLANNING COVER?
Budgeting Capital, profit and liquidity planning, represents the evaluation and quantitative summary of the various planning activities including the business development program.
GENERAL MANAGEMENT MODELS
What can we understand by strategic alignment?
They are the organizational management actions that allow us to direct human resources as a unified set of strategic objectives that the organization wants to achieve.
In a single word, they are intended to have unidirectionality towards the strategic objective.
The essence of the strategy is that all employees work in the same direction.
To be effective, you must communicate.
Any professional in the company must understand the basic strategy. Communicating it is a critical role for the CEO.
Human resources as a generator of value is a concept that has prevailed practically throughout the management process since Michael Porter formulated his concepts on strategy and value generation at the beginning of the
“With the available technologies, the value contribution of each person can be measured. For this, criteria must be established, but at the moment there are no clear indicators because top management does not know what are the differentiating elements of value creation. ” Javier Uriz, (2003)
How does each model develop strategic alignment?
Strategic planning
Smith Cavalie (2000) belonging to the Honrad Adenauer Foundation says that strategic planning is a set of formal activities aimed at producing a strategic formulation…
… there is an incremental demand for information that must be supplied by the various operational areas of the organization… it lowers the strategic concern at all levels of the organization
How does each model develop strategic alignment?
Thus, everyone is involved in the general strategy, since they have been part of its formulation and will be part of its implementation, which will lead the organization to fulfill the objectives set for a given period.
In turn, these stated objectives are strategic insofar as they will produce a sustainable competitive advantage for the organization with other efforts.
Control panel
Kaplan (1997) the creator of the dashboard tells us about how to achieve strategic alignment: from top to bottom
The development of the scorecard must begin with the executive team.
How does each model develop strategic alignment?
The construction and commitment of the executive team are an essential part to obtain benefits from the scorecard.
But they are only the first step. To get the most benefit, the executive team must share its vision and strategy with the entire organization and with key external agents.
By communicating the strategy and linking it to personal goals, the scorecard creates an understanding and shared commitment among all participants in the organization.
If the Structure understands the long-term objectives of each unit, as well as the strategy to achieve these objectives, all efforts and initiatives can be aligned
Aligning an organization with a shared vision and common direction is a complex process and three different mechanisms must be used:
- Communication and training programs, • Goal setting programs and Linking of the incentive system.
Knowledge Management
New style of administration, called center-up-down administration, which is more suitable for creating organizational knowledge than traditional models
In the bottom-up-center model, managers generate a vision or a dream, while mid-level managers develop more concrete concepts that front-line employees can understand and apply.
In other words, the role of senior managers is to create a great theory, while mid-level managers look for a mid-range theory that interprets it and that they can empirically test inside the company with frontline employees..
TALENT MANAGEMENT
It is a strategic management approach whose objective is to obtain maximum value creation for the shareholder, the client, the professional and society. Talent management is done by recruiting, developing and retaining individual and organizational talent through facilitators.
These facilitators will also allow individual talent to become organizational talent.
If this does not happen, the talent loses motivation and commitment and goes to another organization where it can be deployed.
These facilitators for attracting and retaining talent include:
- The climate of the organizationOrganizational leadershipCultureManagement systems • Relationship systemsRemuneration.
Competency management
Management skills are an essential tool to ensure the competitiveness of the Organization
The Organization must define the competencies it deems necessary to develop its distinctive competence and fulfill its mission. Once the competencies have been defined, the Organization must design a system for evaluating them that allows detecting the deficiencies and development needs of its managers.
GAPS
Management skills can be classified into three groups:
- Strategic competencies that refer to the ability of a manager to relate to the external environment of the company.
These include business insight, problem solving, resource management, customer focus, effective network relationships, and negotiation.
Management skills can be classified into three groups:
2.- Intra-strategic competencies are related to managing the internal environment of the organization and among them are communication, organization, empathy, delegation, coaching and teamwork.
"It is the study of the environment and internal processes of the organization in order to increase the level of unity of it." Cardona, Pablo and Chinchilla, María; "Intrategia"; Harvard Deusto Business Review, No. 85, p. 39.
3.- Finally, the competencies of personal efficacy that refer to the habits of a person with his environment, among which are:
- Proactivity, Self-government, Personal management, Personal development.
Quality management. Version of the Malcolm Baldridge Excellence Award
This model of excellence intends that the organization's processes are oriented towards the organizational strategic objective.
Management excellence models seek to assess the quality of an organization's processes and the results achieved with those processes.
The model uses criteria to evaluate excellence in management. These criteria must be accompanied by data and facts. If there are no quantitative and qualitative data, the evaluation in the criterion would be zero.
These criteria are: Leadership, Strategic Planning, Customer and Market Orientation, Information and Analysis, Personnel Orientation, process and results management.
In the personnel orientation criterion, the award examines the way the organization manages:
- The development and utilization of the potential of the personnel The work environment The support to the worker • The excellence in the performance • The participation.
Intellectual Capital Management (Skandia)
At the base of Skandia's (1994) model is the idea that the true value of the performance of an Organization lies in its ability to create sustainable value by pursuing a business vision and its strategic outcome.
Based on this strategy, certain success factors can be determined that must be maximized. These factors in turn can be grouped into four different focus areas:
- FinancialClientsProcessRenovation and development the same as in a fifth area that is common to all the others. The Human.
The Skandia Navigator, and the book value scheme of the components of intellectual capital on which it is based, is the first systematic effort to discover these factors and set the key indicators for establishing its metric system.
Management Control Systems and Strategy
Set of actions, functions, means and responsible parties that guarantee, through their interaction, knowing the situation of the organization's processes at a given moment and making decisions to react to it.
The Management Control System is characterized by being active or proactive
A control system with a strategic focus must be able to measure the degree of fulfillment of those objectives.
It is necessary to identify a group of quantitative and qualitative indicators that express the level and quality of compliance with each objective.
Techniques for control
- Process, procedures, Gannt, etc. Study of methods, times and movements, etc. Quantitative methods Networks Mathematical models Operations research Statistics Probabilistic calculations
