Management Planning and Ethics

Management Planning and Ethics Paper

Planning, as mentioned in the text, is concerned with the future impact of today's decisions. Usually, the need for planning is apparent after decisions have been made in The company I work for. I always find that it's easy to postpone planning and because of it, constant short-run solutions are put into place.

In our organization, planning is usually what takes the most time, which we are not given much of when it comes to projects. Even when we get to plan, we don't get to plan as much as we'd like, usually. On the same token, I believe that there should be a cutoff point for planning as it can definitely suck up all of the time needed to execute a project.

I as a manager attempt to plan things as well as I can with my staff, but find that my requested timeline in accordance to the timeline given by my upper management, and to the timeline promised to the executives, find it very difficult at times. It is mentioned in the text that organizing, staffing, leading, and controlling functions in management stem from the planning function. This would explain another tribulation we have at work.

We find that we are sometimes disorganized and understaffed. For the most part I maintain the leading and controlling function with what resources I have. This is really never accomplished up to par because of what is lacking in the other areas. Goals and plans to reach them has been the main project on my plate, because of how difficult it is. For the most part, I've used my own management instinct to lead the group, and have been successful, to certain degree.

But my influence on the group is quite limited as I struggle to plan for goals and methods of achieving them. My measurement of the completion of our goals has hap hazardously been reported on Monday mornings as second priority to certain tasks that need to be completed before I could even call my group successful. Sometimes this act is confusing and doesn't appear to serve a purpose to me, immediately. Although, I know that it does in the long run.

I have grown to understand how important planning is at all levels of management. I've also noticed that its characteristics vary with every level of management. Sometimes it appears as though the higher level of management isn't really putting the planning function of management into use, causing just as difficult a time for me to plan as I'm currently having.

In the text I understand that planning terminology from general to specific lies in the following order: vision-mission-objectives-goals. The "vision" is the nonspecific directional and motivational guidance for an entire organization. The "mission" is the organization's reason for being. It distinguishes the organization from others and reflects the values of the top management.

The "objective" refines the "mission" and addresses issues such as market standing, innovation, productivity, physical and financial resources, profit, management, and efficiency. The "goal" is a statement of anticipated results that further defines objectives. "Goals", as I find in my performance reviews constantly, coincide with the acronym, SMART (Specific, Measurable, Attainable, Rewarding, and Timed.

In writing these performance reviews and attempting to discover measurable goals, I've found that one of the most difficult tasks I've ever had to do is to equate the work someone does into metrics. This task alone has taken me days to accomplish.

All in all, I've found that right now I am a much better