التخطيط هو أول الوظائف الإدارية الأساسية. يعد التخطيط مهمًا لأنه يستفسر بطبيعته عن الأهداف التنظيمية ويتضمن اتخاذ القرار بشأن الطرق والوسائل المرغوبة لتحقيق الأهداف.
التخطيط هو العملية التي يحدد بها المديرون الأهداف ويحددون الطرق التي يمكن من خلالها تحقيق هذه الأهداف. يتضمن التخطيط اختيار المهام والأهداف والإجراءات اللازمة لتحقيقها؛ فهو يتطلب اتخاذ القرار، وهو الاختيار من بين مسارات العمل المستقبلية البديلة.
ولذلك فهو نهج عقلاني لتحقيق الأهداف المحددة مسبقا.
Planning is thus taken as the foundation for future activities. Newman has thus defined it as, “Planning is deciding in advance what is to be done; that is a plan is a projected course of action.”
So, planning can be thought of as deciding on a future course of action. It may also be treated as a process of thinking before doing it.
Management has to plan for long-range and short-range future direction by looking ahead into the future, by estimating and evaluating the future behavior of the relevant environment and by determining the enterprise’s own desired role.
Planning involves determining various types and volumes of physical and other resources to be acquired from outside, to allocate these resources in an efficient manner among competing claims and to make arrangements for the systematic conversion of these resources into useful outputs.
As it is clear from the above discussion, plans have two basic components: goals and action statements.
تمثل الأهداف an end state — the targets and results that managers hope to achieve.
Action statements represent the means by which an organization goes ahead to attain its goals. Planning is a deliberate and conscious act by means of which managers determine a course of action for pursuing a specific goal.
Planning to a manager means thinking about what is to be done, who is going to do it, and how and when he will do it. It also involves thinking about past events (retrospectively) and about future opportunities and impending threats (prospectively).
Planning enquirers about organizational strengths and weaknesses and involves decision making about desired ways and means to achieve them.
There are, however, differences between decision making and planning. Decisions can be made without planning but planning cannot be done without making decisions.
طبيعة التخطيط
يمكن فهم طبيعة التخطيط من خلال دراسة جوانبه الأربعة الرئيسية. هم؛
وهي مساهمة في تحقيق الأهداف،
إنها الأولوية بين مهام المدير.
إنه انتشار، و
كفاءة الخطط الناتجة.
مساهمة التخطيط في تحقيق الأهداف
Since plans are made to attain goals or objectives, every plan and all its support should contribute to the achievement of the organization’s purpose and objectives.
An organized enterprise exists to accomplish group objectives through willing and purposeful co-operation.
أولوية التخطيط
إن التخطيط هو الوظيفة الإدارية الأساسية، والدليل على ذلك هو أن جميع الوظائف الأخرى مثل التنظيم والتوظيف، قيادة و المتابعة are designed to support the accomplishment of the enterprise’s objectives.
Planning quite logically, therefore, comes first قبل تنفيذ جميع المهام الإدارية الأخرى as it involves establishing the objectives necessary for all group efforts. Also, all the other managerial functions must be planned if they are to be effective.
Likewise, planning and controlling are inextricably bound up. Control without a plan is meaningless because the plan provides the basis or standard of control.
انتشار التخطيط
Planning is a unique and universal function of all managers.
The character and scope of planning may vary with each manager’s authority and with the nature of the policies and plans outlined by superiors, but all managers must have some function of planning.
Because of one’s authority or position in the managerial hierarchy, one may do more or less planning, but some kind or amount of planning a manager must do.
According to Weihrich and Koontz; “All managers, from presidents to first-level supervisors – plan.”
كفاءة الخطط
Plans should not only be effective, but also efficient. The effectiveness of a plan relates to the extent to which it accomplishes the objectives.
The efficiency of the plan, however, means its contribution to the purpose and objectives, offset by the costs and other factors required to formulate and operate it.
Plans are efficient if they achieve their objective at a reasonable cost when such a cost is the measure not only in terms of time, money or production but also in terms of satisfaction of the individual or group.
Both conceptual and practical reasons are put forward in support of planning. Two conceptual reasons supporting systematic planning by managers are limited resources and an uncertain environment.
مواجهة تحدي ندرة الموارد
Resource scarcity is a very important consideration for any organization today. There would be no need for planning if material, financial and human resources were unlimited and cheap.
Planners in both private business and public agencies are challenged to stretch their limited resources through intelligent planning.
Otherwise, wasteful inefficiencies would give rise to higher prices, severe shortages, and great public dissatisfaction.
مواجهة عدم اليقين البيئي
The second most important conceptual reason is that organizations continually face environmental uncertainty in the course of accomplishing the tasks.
Organizations meet this challenge largely through planning safeguards.
Some organizations do this job better than others partly because of their different patterns of response to environmental factors beyond the organization’s immediate control.
Besides, managers have several practical reasons for formulating plans for themselves, their employees, and various organizational units, viz.,
لتعويض عدم اليقين والتغيير؛
لتركيز النشاط التنظيمي على مجموعة من الأهداف التي تم إنشاؤها بوعي؛
لتوفير خارطة طريق منسقة ومنهجية للأنشطة المستقبلية؛
زيادة الكفاءة الاقتصادية من خلال التشغيل الفعال؛ و
لتسهيل الرقابة من خلال وضع معيار للأنشطة اللاحقة.
التخطيط والأداء
Although organizations that use formal planning do not always outperform those that do not plan, most studies show positive relationships between planning and performance.
Effective planning and implementation play a greater part in high performance than does the amount of planning done.
Studies have shown that when formal planning has not led to higher performance, the external environment is often the reason.
دور الأهداف والخطط في التخطيط
Planning is often called the primary management function because it establishes the basis for all other functions.
Planning involves two important elements: goals and plans. Goals (often called objectives) are desired outcomes for individuals, groups, or entire organizations.
الخطط الهرمية:
ويتم رسم هذه الخطط على ثلاثة مستويات هرمية رئيسية، وهي المستوى المؤسسي والإداري والمستوى الفني. الخطط لهذه المستويات الثلاثة هي؛
خطة استراتيجية.
الخطة الإدارية أو المتوسطة.
يمكن أيضًا تصنيف الخطط التشغيلية وفقًا لتكرار الاستخدام أو تكراره. يتم تصنيفها على نطاق واسع على النحو التالي:
خطط سارية المفعول:
يتم رسم الخطط الدائمة لتغطية المشكلات التي يواجهها المديرون بشكل متكرر. يمكن أن تسمى هذه الخطة الدائمة بإجراءات التشغيل القياسية (SOP). بشكل عام، يتم استخدام خمسة أنواع من الخطط الدائمة؛
المهمة أو الهدف
إستراتيجية
سياسات
قواعد
إجراءات
خطط الاستخدام الفردي:
يتم إعداد خطط الاستخدام الفردي لمواقف أو مشكلات فردية أو فريدة ويتم عادةً التخلص منها أو استبدالها بعد استخدام واحد. بشكل عام، يتم استخدام أربعة أنواع من خطط الاستخدام الفردي. هؤلاء هم؛
الأهداف أو الأهداف
البرامج
المشاريع
الميزانيات
خطط الطوارئ:
يتم وضع خطط الطوارئ للتعامل مع المواقف التي قد تنشأ إذا تبين أن هذه الافتراضات خاطئة. وبالتالي فإن التخطيط للطوارئ هو تطوير مسارات عمل بديلة يجب اتخاذها إذا عطلت الأحداث مسار العمل المخطط له.
Planning is thus taken as the foundation for future activities. Newman has thus defined it as, “Planning is deciding in advance what is to be done; that is a plan is a projected course of action.”
So, planning can be thought of as deciding on a future course of action. It may also be treated as a process of thinking before doing it.
Management has to plan for long-range and short-range future direction by looking ahead into the future, by estimating and evaluating the future behavior of the relevant environment and by determining the enterprise’s own desired role.
Planning involves determining various types and volumes of physical and other resources to be acquired from outside, to allocate these resources in an efficient manner among competing claims and to make arrangements for the systematic conversion of these resources into useful outputs.
As it is clear from the above discussion, plans have two basic components: goals and action statements.
تمثل الأهداف an end state — the targets and results that managers hope to achieve.
Action statements represent the means by which an organization goes ahead to attain its goals. Planning is a deliberate and conscious act by means of which managers determine a course of action for pursuing a specific goal.
Planning to a manager means thinking about what is to be done, who is going to do it, and how and when he will do it. It also involves thinking about past events (retrospectively) and about future opportunities and impending threats (prospectively).
Planning enquirers about organizational strengths and weaknesses and involves decision making about desired ways and means to achieve them.
There are, however, differences between decision making and planning. Decisions can be made without planning but planning cannot be done without making decisions.
