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MANAGEMENT
Nelson T. Tubon, R.Ph., M.S. Pharm., Ph.D. B.M.
Carol Geraldine C. Pablo, MSc.
Planning
Ano man ang gawat pag dinalidali, Ay hindi iigi ang
pagkakayari
Anything done with haste, Never
gets done well.
Failing to plan is planning to fail
PLANNING
is deciding in advance what to do, how
to do it, when to do it, who is to do it, and
how to measure performance. It bridges the
gap from where we are to where we want to
go.
Planning
Assess internal resources
Establish goals
Develop general policies and
procedures
Develop business strategies
A. Economic sector
B. Social sector
C. Political government sector
D. Scientific and technological sector
A. Customers target
B. Product Mix
C. Geographic Market
D. Competitive Strength
E. Objectives and Standards
A. Marketing
B. Production
C. Finance
D. Administration
A. The individual
B. Group Behavior
C. Interaction
3 TYPES
1. Strategic plan
Choosing company objectives
Planning the organization
Setting personal policies
Setting financial policies
Setting marketing policies
2. Management Control
Formulating Budget
Planning staff budgets
Formulating personnel practices
Working capital expenditures
Deciding routine expenditures
3. Operational Planning
Controlling hiring
Monitoring the implementation of policies
Controlling credits extension
Scheduling production
3 OBJECTIVES OF PLANNING
1. To offset uncertainty and change
2. To focus attention on objectives
3. To gain economical and efficient
operations
4. To Facilitate control
2. Resource Plan
To ensure the resources necessary to achieve the goals
and strategy of the organization
3. Organizational Plan
To ensure that the organization is organized
appropriately to meet the challenges in the future
4. Contingency Plan
To provide a fallback option or direction fail
3. Markets:
Where does the firm compete?
4. Technology:
What is the firm's basic technology?
In the years to come, Mercury Drug will keep on looking for opportunities to
further enable customers to have more access to quality, safe and life-saving
medicines, thus enabling them to have more meaningful, healthier and longer
lives. It will always pursue its commitment to better and further serve its
customers whose trust and loyal patronage has allowed Mercury Drug to be of
continued service to the nation.
Pfizer Vision
At Pfizer, we're inspired by a single goal: your health. That's why we're
dedicated to developing new, safe medicines to prevent and treat the world's
most serious diseases. And why we are making them available to the people
who need them most. We believe that from progress comes hope and the
promise of a healthier world.
MISSION
VISION
GOALS/
OBJECTIVES
PLANS
AND
PROGRAMS
GOAL
ATTAINMENT
PLANNING CONCEPT
WHERE DO WE WANT TO GO?
(OBJECTIVES)
STRATEGIES
A
HOW DO
REACH OUR
OBJECTIVES?
4 STAGES IN PLANNING
1.Diagnosing the problem
Setting objectives: Objectives may be set for the entire
organisation and each department or unit within the
organisation.
Developing premises: Planning is concerned with the future
which is uncertain and every planner is using conjucture
about what might happen in future.
2.Identifying ACA
Identifying alternative courses of action: Once objectives are
set, assumptions are made. Then the next step would be to act
upon them.
4 STAGES IN PLANNING
3.Projecting the results of each ACA
Evaluating alternative courses: The next step is to weigh the
pros and cons of each alternative.
7 ACTIVITIES IN PLANNING
1. Formulating forecasts
2. Establishing objectives
3. Setting policies
4. Determining procedures
5. Developing programs
6. Providing schedules
7. Preparing budgets
LEVELS OF GOALS
TG
OG
LEVELS OF PLAN
TOP MANAGEMENT
SP
TP
MIDDLE MANAGEMENT
Department perspective
OP
FIRST-LEVEL MANAGEMENT
Unit/individual perpective
Market Standing
Profit Requirement
Human Resources
Profit Requirement
Financial Resources
Innovation
Social Responsibility
Physical Resources
/ ACCURATE
/ REALISTIC
GOALS
OPERATIONAL
TACTICAL
STRATEGIC
1 year
1 to 5 years
5 + years
SHORT RANGE
PLANS
THE CONCEPT OF
STRATEGIC
MANAGEMENT
LEVELS OF STRATEGY
1.Corporate Level Strategy
2.Business Level Strategy
3.Functional Level Strategy
Identify
Current
Mission
And
Strategic
Goals
Conduct
Competitive
Analysis
S
W
O
T
Assess
Org.
Factors
Strategy
Formulation
Develop
Specific
Strategies
Corporate
Business
Functional
Strategy
Implementation
Carry
Out
Strategic
Plans
Maintain
Strategic
Control
THE
DECISION
1. Set Objectives
Objective
Clear
Logical
Simple
Flexible
Stable
Complete
integrated
Section Two
FINANCIAL DATA
Description of the
business
Product/Services
Market
Location of the
Business
Competition
Management
Personnel
Application and
Expected effect of loan
Summary
Section Three
Supporting
Documents
MBO
a process through which specific
goals are set collaboratively for the
organization as a whole and every unit
and individual within it; the goals are
then used as a basis for planning,
managing organizational activities, and
assessing and rewarding contributions
6. Appraise performance
Strengths of MBO
1.Aids coordination of goals and plans
2.Helps clarify priorities and
expectations
Weaknesses of MBO
1.Tends to falter without strong, continual
commitment from top managers
1. Profitability
2. Market share
3. Productivity
4. IT Leadership
5. Career path of employees
6. Enhanced core competencies
1. Review objectives
2. Determine major steps
3. Establish correct priorities
4. Systematically set schedule
1. Periodic improvement
2. Coordination at all levels
3. Stability of programs
6 TYPES OF APPROPRIATION
BUDGETS
1. Land, building and equipment
2. R and D for new products and new processes
3. Establish goals
4. Identify strategies to reach those goals
5. Establish objectives that support progress toward goals
6. Define responsibilities and timeless for each objectives
FACTORS
1. Profitability
2. Quality
3. Customer service
4. Staff
5. Operations
FACTORS
1. Competition
2. Technology
3. Regulation
4. Reimbursement
5. Costs
6. Market/Customers