Management Planning Paper

We plan ahead ...: ... that way we don't do anything right now. (airforce mission planning. (Dec 2004))

Management at all levels within an organization must create their own plans utilizing their own processes to do so. Four types of planning are typically accomplished within an organization by different levels of management; these include Strategical, Tactical, Operational, and Contingency planning.

"The whole is more than the sum of its parts." This famous Aristotle quote serves as a strategic imperative for multinational corporations (MNCs) because the corporate headquarters must ensure that its business units are collectively more successful than if they were acting individually. (New strategy alignment in multinational corporations. (Nov 2005))

Senior executives of an organization normally accomplish strategic planning. Strategic planning involves issues of major organizational goal setting, organizational values definition, long-term survival, competitive strategy, growth, and stocks/shares/funds planning. These senior level executives define the foundation, rules, and values of the company for all members of the organization to embrace and lead the company with. Strategic planning specifically entails the senior executives seeking the input of the middle level and frontline management to form a top-level plan that contains the proper information and buy-in of all levels of management within the organization. By creating a Strategic plan in this fashion of utilizing all levels of management; all other managers within the organization are able to write their plans to best complement the goals and spirit of the Strategic plan. The six steps to accomplish the creation of the Strategic plan specifically include: The establishment of mission, vision, and goals; the analysis of external opportunities and threats; Analysis of internal strengths and weaknesses; Strengths, weaknesses, opportunities, and threats; Strategy implementation; Strategic control.

Middle level managers of an organization accomplish tactical planning. Tactical planning involves utilizing the strategic plan content and spirit to more closely define specific goals and processes for groups and key individuals within the organization which when accomplished will also result in the accomplishment of the larger goals of the strategic plan. In a translative fashion of tiered and linked planning, the goals of Tactical planning will result in the accomplishment of the Strategic goals as well. Tactical planning is of key importance to rewrite as necessary to adjust to a changing organizational structure or for changing Strategic planning goals.

Frontline managers of an organization accomplish operational planning. Operational planning involves utilizing the Tactical planning content and spirit to define very specific goals and procedures for individuals to follow within the organization to accomplish the goals of the Tactical plan. The Operational goals being attained will also accomplish the Tactical goals, which also accomplish the Strategic goals since they are all tiered and linked. Operational planning is the closest group defined plan to the work being accomplished by the individuals and may contain specific best practices within the organization, key steps for quality control and inspection, specific group safety items of note, etc.

All levels of managers can also create contingency plans, which contain specific steps to follow in the event that other plans fail or are somehow not applicable due to extenuating circumstances, emergency, etc. Contingency plans are also known as backup plans and become very useful during times of stressful situations where the organization must keep performing with some pre-defined processes for all to follow despite some loss or change of normal operations.

The following are examples senior managers change of Strategic plans due to Corporate Social Responsibility:

'Change before you have to,' said Jack Welsh.

In a Sarbanes-Oxley universe dominated by litigious lawyers, big government, aggressive advocacy groups, and 24-hour investigative media, any corporate reform that can happen will happen. Fast. The only issue is whether it will be forced down our throats or we will anticipate it, embrace it, and profit from it.

In recognition of this, many of the world's smartest companies are changing for the better. Literally. Microsoft voluntarily included parental control technology on its newest video game console. Distiller Brown-Forman is integrating responsibility into every aspect of its business plan. BP, Toyota, and other carbon-dependent companies are turning green. Even gambling giant Harrah's is investing heavily to keep problem gamblers out of its casinos.

However, many corporate leaders with sincere intentions to make their companies more socially responsible find it hard to convert those good intentions into reality. We've worked with many clients embarking on a social responsibility 'makeover.' Some have succeeded and, unfortunately, many others have failed. It's worth taking a look at the characteristics of both.

A successful CSR program either starts at the top or, at least, enlists the CEO's early and enthusiastic support. These programs must become part of the company's DNA, which only happens when everyone knows the boss wants it to happen. But, wanting it to happen won't make it happen. Leaders intent on 'getting right' on CSR look for tangible ways to convey this message throughout the organization, as well as to the public. One effective tactic is to cancel an offending high-profile program. Recently, Anheuser-Busch killed