Aspects of a Fruitful Management Planning Process
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Aspects of a Fruitful Management Planning Process

In the minds of most management theorists and practitioners, the management planning process is closely related to the goals that individuals and organizations wish to achieve in the future. However, according to management guru Peter Drucker, the application of successful management planning depends more on present actions rather than future expectations.

The time factor

Time plays a primary role in fruitful implementation of management planning. Delays, postponements and finally, cancellations, all work against the achievement of goals. As a result, goals tend to become unclear dreams and not sound and realistic objectives. Taking action now is the first principle of management planning. In other words, “Shoot first, then aim!”. Although this statement is not flawless, because, for example, this kind of tactics may lead to a substantial waste of time and resources initially, it only reflects the way that humans learn.

The learning curve is steep at first, which means that it is more difficult for an individual or an organization to learn how to perform effectively during the first stages of a task, a project or a procedure. The level of effectiveness rises with time, as experience grows with practice. A large part of the management planning process should be based (and it is) on the trial and error method. Therefore, excessive theory-based planning that leads to procrastination – also caused mainly by fear of failure – is the biggest enemy of learning how to achieve goals and targets in practice.  

The role of preparation in management planning

Just like a good soldier does not go to a war without his gun, a manager should not even attempt to start the management planning process without first having ensured that his/her organization is well prepared and equipped to carry out management planning in real-life conditions. Continuous, updated, systematic and related training will make the difference and will be the critical factors of whether the organization’s human resources will manage to carry out management planning effectively and efficiently.

Perhaps up-to-date staff training is the cornerstone for the productive implementation of the management planning process. Educating personnel on the new technological aspects related to the job and training staff on the use of new machinery and equipment, as well as modern methods to improve productivity will assist to the maximum degree the sound and precise management planning application. Otherwise, confusion and conflict will hinder to the planning process, destroying and eliminating any chance of organizational development and success; closing the gap between “technophiles” and “technophobes” will also assist greatly towards the achievement of this goal.

Checking availability of resources

If a soldier must not go to a war without his gun, a country should not start a war without having any guns at first place. Last but not least, corporate resources, i.e. project funding, existing equipment and premises, production and control methods, the number of employees and their level of related skills and training should support sound management planning. Otherwise, failure and disaster are the most probable results.

Further sources:

The basic steps in the management planning process 

Planning function of management

Management planning and control systems

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