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CARAGA STATE UNIVERSITY College of Engineering and Information Technology Mining Engineering Program MNG 106 Mine Management Instructor Engr. Rebecca A. Santiago

Corporate planning (MNG 106)

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presented by Gerome Amper in MNG 106 subject

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Page 1: Corporate planning (MNG 106)

CARAGA STATE UNIVERSITYCollege of Engineering and Information

Technology

Mining Engineering Program

MNG 106

Mine Management

Instructor

Engr. Rebecca A. Santiago

Page 2: Corporate planning (MNG 106)

CORPORATEPLANNING

PresentorGEROME L. AMPERBSEM-5

Page 3: Corporate planning (MNG 106)

CORPORATEPLANNING

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CORPORATE PLANNING

“Corporate planning is a systematic approach to clarifying corporate objectives, strategic decision making and checking progress toward objectives. A corporate plan is a set of instructions to managers of an organization describing what role each department is expected to fulfill in the achievement of organization's objectives.”(Gubbins, 2003, p. 98)

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CORPORATE PLANNING

According to Ron Johnson, Corporate planning often ends with a hastily prepared business plan, prepared to satisfy debt or equity funding sources.  While a plan prepared in such a way may meet it's immediate objectives, it is near worthless as a sound operations planning tool. 

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THE NATURE OF PLANNING

There are many instances when managers are overwhelmed by various activities which are at times beclouding his judgment. This must be expected since anybody who is confronted by several situations happening simultaneously will loose sight of the more important concerns. To minimize mistakes in decision-making, planning is undertaken

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THE NATURE OF PLANNING

A plan, which is the output of planning, provides a methodical way of achieving desired results. In the implementation of activities, the plan serves as a useful guide. Without the plan, some minor tasks may be afforded major attention which may, later on, hinder the accomplishments of activities.

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THE NATURE OF PLANNING

According to Koontz and O’Donnell, the four basic principles to be dealt with in understanding the nature of planning are:

Primacy of Planning: This deals with the importance of planning for its central role in linking all the other managerial functions.

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THE NATURE OF PLANNING

According to Koontz and O’Donnell, the four basic principles to be dealt with in understanding the nature of planning are:

Pervasiveness (to persuade planning) of Planning: This brings out the ideas that planning is a function and responsibility of every manager, supervisor, and foreman in an organization.

Page 10: Corporate planning (MNG 106)

THE NATURE OF PLANNING

According to Koontz and O’Donnell, the four basic principles to be dealt with in understanding the nature of planning are:

Contribution to Objectives: Plans are means to achieve some ends and without planning, we can not achieve goals and objectives of an organization..

Page 11: Corporate planning (MNG 106)

THE NATURE OF PLANNING

According to Koontz and O’Donnell, the four basic principles to be dealt with in understanding the nature of planning are:

Efficiency of Planning: Least costly and more beneficial.

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PLANNING DEFINED

Planning, according to Nickels and others, refers to “the management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.” This definition is useful because it relates the future to what could be decided now.

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THE NATURE OF PLANNING

The definition of Cole and Hamilton provides a better guide on how to effectively perform this vital activity. Planning, according to them is “deciding what will be done, who will do it, where, when, and how it will be done,” and the standards to which it will be done.”

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PLANNING AT VARIOUS MANAGEMENT LEVELS

Strategic Planning

Intermediate Planning

Operational Planning

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Strategic Planning

The term strategic planning refers to the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.

The top management of any firm is involved in this type of planning.

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Strategic Planning

In strategic planning, the whole company is considered, specifically its objectives and current resources. The output of strategic planning is the strategic plan which spells out “the decision about long-range goals and the course of action to achieve these goals.”

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Strategic Planning

MANAGEMENT

LEVEL

PLANNING

HORIZON

Top

Management

•Chief Executive

Officer ( CEO )

•President

•Vice President

•General Manager

Strategic Planning

(one to ten years)

Page 20: Corporate planning (MNG 106)

Intermediate Planning

Intermediate planning refers to “the process of determining the contributions that subunits can make with allocated resources.”

Under intermediate planning, the goals of a subunit are determined and a plan is prepared to provide a guide to the realization of the goals. The intermediate plan is designed to support the strategic plan. This type of planning is undertaken by middle management.

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Intermediate Planning

MANAGEMENT

LEVEL

PLANNING

HORIZON

Middle

Management

•Functional

Managers

•Product Line

Managers

•Division Heads

Intermediate

Planning

(six months to two

years)

Page 22: Corporate planning (MNG 106)

Operational Planning

The term operational planning refers to “the process of determining how specific tasks can best be accomplished on time with available resources.”

This type of planning is a responsibility of lower management. It must be performed in support of strategic plan and the intermediate plan.

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Operational Planning

MANAGEMENT

LEVEL

PLANNING

HORIZON

Lower

Management

•Unit Managers

•First Line

Supervisors

Operational

Planning

(one week to one

year)

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The Strategic Planning Process

1. MISSION AND OBJECTIVES

The mission statement describes the company's business vision, including the unchanging values and purpose of the firm and forward-looking visionary goals that guide the pursuit of future opportunities.

Guided by the business vision, the firm's leaders can define measurable financial and strategic objectives.

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The Strategic Planning Process

2. ENVIRONMENTAL SCAN

Includes the following components:

a. Internal/External Analysis of the firm b. Analysis of the firm's industryc. External macro-environment

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The Strategic Planning Process

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SWOT Analysis

A scan of the internal and external environment is an important part of the strategic planning process. Environmental factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). Such an analysis of the strategic environment is referred to as a SWOT analysis.

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SWOT Analysis

The SWOT analysis provides information that is helpful in matching the firm's resources and capabilities to the competitive environment in which it operates. As such, it is instrumental in strategy formulation and selection.

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SWOT Analysis

StrengthsA firm's strengths are its resources and capabilities that can be used as a basis for developing a competitive advantage.

WeaknessesThe absence of certain strengths may be viewed as a weakness.

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SWOT Analysis

OpportunitiesThe external environment analysis may reveal certain new opportunities for profit and growth.

ThreatsChanges in the external environmental also may present threats to the firm.

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SWOT Analysis

S.W.O.T Analysis of Indian Mining Industry.htm

To see example of SWOT Analysis, click link below:

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SWOT Matrix

A firm should not necessarily pursue the more lucrative opportunities. Rather, it may have a better chance at developing a competitive advantage by identifying a fit between the firm's strengths and upcoming opportunities. In some cases, the firm can overcome a weakness in order to prepare itself to pursue a compelling opportunity.

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SWOT Matrix

Strengths Weaknesses

Opportunities S-O Strategies

W-OStrategies

Threats S-T Strategies

W-TStrategies

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SWOT Matrix

S-O strategies pursue opportunities that are a good fit to the company's strengths.

W-Ostrategies overcome weaknesses to pursue opportunities.

S-T strategies identify ways that the firm can use its strengths to reduce its vulnerability to external strengths.

W-T strategies establish a defensive plan to prevent the firm's weaknesses from making it highly susceptible to external threats.

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PEST Analysis

S-O strategies pursue opportunities that are a good fit to the company's strengths.

W-Ostrategies overcome weaknesses to pursue opportunities.

S-T strategies identify ways that the firm can use its strengths to reduce its vulnerability to external strengths.

W-T strategies establish a defensive plan to prevent the firm's weaknesses from making it highly susceptible to external threats.

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PEST Analysis

PoliticalP

EnvironmentalE

SocialS

TechnologicalT

A scan of the external macro-environment in which the firm operates can be expressed in terms of the following factors:

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PEST Analysis

Political Factors

Political factors include government regulations and legal issues and define both formal and informal rules under which the firm must operate. Examples:

Tax policy

Employment laws

Environmental regulations

Trade restrictions and tariffs

Political stability

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PEST Analysis

Economic Factors

Economic factors affect the purchasing power of potential costumers and the firm's cost of capital. Examples:

Economic growth

Interest rates

Exchange rates

Inflation rate

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PEST Analysis

Social Factors

Social factors include the demographic and cultural aspects of the external macroenvironment. These factors affect consumer needs and the size of potential markets. Examples:

Health consciousness

Population growth rate

Age distribution

Career attitudes

Emphasis on safety

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PEST Analysis

Technological Factors

Technological factors can lower barriers to entry, reduce minimum efficient production levels, and influence outsourcing decisions. Examples:

R&D activity

Automation

Technology incentives

Rate of technological change

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The Strategic Planning Process

3. STRATEGY FORMULATION

Given the information from the environmental scan, the firm should match its strengths to the opportunities that it has identified, while addressing its weaknesses and external threats.

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The Strategic Planning Process

4. STRATEGY IMPLEMENTATION

The selected strategy is selected is implemented by means of programs, budgets and procedures. Implementation involves organization of the firm's resources and motivation of the staff to achieve objectives.

The way in which the strategy is implemented can have a significant impact on whether it will be successful.

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The Strategic Planning Process

5. EVALUATION AND CONTROL

The implementation of the strategy must be monitored and adjustments made as needed.

Evaluation and control include the following steps:

1. Define the parameters to be measured.2. Define target values of those parameters.3. Perform measurements.4. Make necessary changes.

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2 b continued…

THANK YOU !