Chapter 11
Planning and Organizing
• The Nature of Planning
• Types of Plans and
Planning
• Planning for Change
• Planning Your Own Time
• Organizing for Success
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The Nature of Planning
• Planning: looking ahead to chart the
best courses of future action.
• Strategic planning: Long range
planning to set organizational goals,
objectives, and policies to determine
strategies, tactics, and programs for
achieving them.
– Top management makes strategic plans.
– Middle Management makes annual
plans (to implement the above).
– For supervisors the planning period is
usually a week, day, or shift ( to deal
with daily work).
2
The Management Process
• Plan what is to be done
• Organize how it is to be
done including staffing
and coordinating
• Direct the work that is to
be done
• Control or evaluate what
has been done
3
The Planning Process
• Define the purpose or problem
and set objectives
• Collect and evaluate data
relevant to forecasting the future
(focus on the present)
• Develop alternative courses of
action
• Decide on the best course of
action
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• Carry out the plan
Forecasting
• Forecasting: Predicting
future needs on the basis of
historical data, present
conditions, and assured
future.
• Forecasting controls
staffing, purchasing, and
production decisions.
• Forecasting is a very
important function!
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The Risk Factor
• You reduce risk when you collect
relevant data and apply it to your
forecast.
• In some foodservices the degree of
certainty about tomorrow is high.
• Contingency Plan: Reduce risk by
having a alternate plan in reserve.
• Keeping records can reduce the risks
for repetitive situations.
• Consulting with people that have more
experience also can help to reduce risk.
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Qualities of a Good Plan
• Provides a workable solution
and meets the stated objectives.
• Is comprehensive; it raises all
relevant questions and answers
them.
• Minimizes the degree of risks.
• Is specific as to time, place,
supplies, tools, etc.
• Is flexible (can be adapted to a
change in the situation).
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Types of Plans and Planning
• Standing Plan: established routine,
formula, or set of procedures designed
to be used in a reoccurring situation.
• They standardize actions so the
supervisors need to manage is reduced
to seeing that workers meet standards
and dealing with unexpected events
known as management by exception.
• Potential drawback: Rigidity, must
make them flexible enough to deal with
daily realities.
• These plans must be updated regularly.
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The Single Use Plan
• A one time plan developed
for a single occasion or
purpose.
• The amount of time you
spend on it depends on its
nature and importance.
• Often its purpose is a major
change of some sort or
budgets.
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Day-by-Day Planning
• Top priority of the first line
supervisor.
• Primary concern is what is to
be done, who will be doing it,
and adjusting various standing
plans.
• Plan before the day begins.
• Establish routines simplify
planning.
• Whenever possible reduce
risks by increasing
predictability.
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Planning for Change
• Define problem and set
objectives
• Gather past, present, and
probable future data
• Evaluate pros and cons,
generate alternatives
• Make the nessicary
decisions
• Implement the plan
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Planning for Change
• Planning for change must
be done carefully and
thoroughly.
• It is very much like making
other plans but the main
differences are the extent of
forecasting, the degree of
risk, and providing for the
impact of the change.
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Workers Response and Resistance
• Workers respond to change
through: resistance, insecurity,
anxiety, resentment of personal
losses, and rumors.
• How to deal with resistance to
change:
– Establish open communication
– Emphasize advantages (avoid
overselling)
– Involve the workers in
planning and carrying out
change
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Planning Your Own Time
• Track your present time use,
and analyze your use of time.
• Get rid of activities that waste
your time (socializing, poor
organization, procrastination,
etc.).
• Set priorities.
• Initiate long-range solutions.
• Set aside regular periods of
time without interruption for
interviews, etc.
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Organizing
• Lack of organization is a major
contributor to crisis.
• A well-organized and efficient unit
is one in which:
– Lines of authority and responsibility
are clearly drawn—and observed.
– Jobs, procedures, and standards are
clearly defined—and followed.
– People know what to do and how to
do it—and they do it.
– Standards of quality, quantity, and
performance are clearly set—and
met.
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Organizing for Success
• Organizing: setting things up to run
efficiently
• Step 1:Clarify how you an your job fit
into the organization
• Step 2: Investigate possible sources of
problems
–
–
–
–
Chain of command
Job content and procedures
Evaluation and controls
Standing plans
• Step 3: Evaluate the situation
• Step 4: Plan for improvement
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