DPM1200

ADMINISTRATIVE
TECHNIQUES
Donna Mc Kinnon
2020
 Management Functions
■ Henri Fayol first described the four managerial
functions:

■ planning, organizing, leading, and controlling

■ All managers are responsible for the four functions.

(profit and not for profit organisations)
Management Functions

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 Goals and Plans
A goal is a desired future state that the organization attempts to realize.

Goals are the intended, desirable or the expected projected state of

affairs that a person or system plans or intends to achieve or take place
in the future.

– Goals define and state the purpose (s) for which organizations
exists.

– Goals are the way the agency will fulfill its mission.
e.g. refer to UG goals
 Examples of goals:

“Increase my ability to juggle from 10 consecutive

juggles to 30 consecutive juggles in the next 60 days”

“Reduce my weight by 5lbs by March 1”

Goals provide direction, a sense of accomplishment and

they define your growth and development.
For instance one of UG’s goal is to:

Achieve higher quality teaching and learning aligned

with expanded national needs especially in science and
technology.

Can you identify one of your organisations’ goal?

Set goals, make sure they are in writing

and readily visible and work toward your
goals on a regular basis.
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 Effective Goals
1. Specific

2. Measurable

3. Actionable

4. Realistic

5. Time bound
SMART Expectations
SMART Formula:

(Action Verb) (Key Result) by (Target Date)

requiring (Resources) or (How).

Specific Descriptive verb & specific result.

Measurable Quantity, Quality, Yes/No.
Actionable Actions within scope of job.
Realistic Reasonably challenging & achievable.
Time Bound Deadline, milestones or frequency.
 Criteria For Effective Goals
1. Specific and measurable- goals should be expressed in clear,
precise, quantifiable or quantitative terms e.g. to increase house
lots distribution by 50% in 2020
2. Challenging but realistic- goals should be reachable not
unreasonably unrealistic.
3. Defined time period- Specify the time period over which they are
expected to be achieved.
4. Cover Key Result Areas - managers should identify a few key
result areas that contribute most to company performance.
5. Linked to Rewards- people who attain goals should be rewarded;
salary increase, promotion, awards etc.
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■ Decrease potential risk of injury when working on lights by
wearing goggles, gloves and following all Safety procedures

■ Reduce response time for subscription requests from one

week to 48 hours by creating electronic packet by July 1,
2020.
What is a plan? Failing to Plan
Def 1 is the same as Planning to Fail

■ A plan is a blueprint for goal achievement and specifies

the necessary resource allocations, schedules, tasks, and
other actions.

■ A statement of action steps to be taken in order to accomplish

the objectives.

– While goals specify future ends, plans specify today’s means.

– The plan is the “bottom line” of the planning process
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What is a plan?
Def 1
■ A plan is a blueprint for goal achievement
and specifies the necessary resource
allocations, schedules, tasks, and other
actions.

■ A statement of action steps to be taken in order

to accomplish the objectives.

– While goals specify future ends, plans specify

today’s means.
– The plan is the “bottom line” of the planning
process
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Establish your goals by answering these questions:
1. Challenge Why do I want it? • WHAT? Goal
Define the desire or challenge facing you.
• HOW? Action steps
2. Goal What do I want?
• WHEN? Deadline for
Write down the goal you want to achieve.
completion

3. Action Steps How will I get it? • WHO? Person responsible

Your specific action plan to reach your goal. for action

• HOW WILL WE KNOW?

4. Target Dates When do I want it?
Indicator that the
The completion date to reach your goal. step/goal has been
accomplished
 Types of Goals and Plans
Goals could be:

Strategic

Tactical

Operational

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 Types of Goals and Plans
■ Strategic:
– Strategic Goals -are broad statements which relate to the
organisation as a whole. (where the org. intends to go in
the future)

– NB strategic goals are set by top managers.

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• Strategic goals- are broad statement of where the
orgnaisation (as a whole) wants to be in the future.

• Strategic Plan-defines the action steps by which the

organisation intends to attain strategic goals. It is the
blueprint that defines organizational activities and
resource allocations. (usually 2-5years duration)
– Strategic plans turn goals into reality

• Strategic goals and plans influence the formulation of

the organization’s mission statement.

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■ Tactical goals- define specific outcomes that major
divisions and departments must achieve within the
organization.
– developed by middle managers.

■ Tactical plans define what the major departments and

organizational sub units will do to achieve overall plans.
– Middle managers implement tactical plans over a
shorter time horizon. (1 -2 years)

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• Operational goals are specific, measurable results expected from
departments, work groups, and individuals. First-line supervisors
usually develop operational goals.
e.g. complete 200 applications per week

■ Operational plans specify action or steps toward

achieving operational goals and support tactical
plans.(1 year or less)
■ OP is the department manager’s tool for daily and weekly operations.

■ Operational planning is the application of tasks

and/or assignments aimed most directly at specific
objectives.
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Hierarchy of Goals
Mission Statement

Strategic Goals & Plans

Senior Mngt.

Tactical Goals & Plans Middle Mngt.

Major divisions , functions

Operational Goals & Plans

Lower Mngt.
Departments, individuals
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– Once the operational goals are achieved they
permit the tactical goals to be achieved and
ultimately the strategic goals and mission.

– Lower-level objectives lead to the

accomplishment of higher level goals

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 PLANNING
“Planning Starts and Stops
at The Top”

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 Planning
Def 1:
Planning means determining the organization’s goals
and defining the means for achieving them.

Def2:
Planning is a process of setting objectives and
determining how to accomplish them.

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Planning involves:
 deciding in advance what is to be done in the
future.
 anticipating and identifying future, problems
and opportunities;
 analyzing them
 anticipating the probable effects of various
alternatives; and
 deciding on a course of action and a back-up
plan (plan B)
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 The Planning Process
■ Steps in the formal planning process:
– Goal Formulation
■ What is your “destination”?
■ Be specific in terms of what you want
To become the Senior Manager in your company
– Situational analysis
■ What is your “current position/status”?
■ The difference between where we are and
where we want to be
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■ Alternative goals and plans
– Think of other ways to get there
– For each alternative, ask “what if” and “why not”
– Brainstorm – develop worst-case scenarios

■ Goal and plan selection

– What actions must be taken in order to achieve the
goals/objectives?
– Which one will best achieve the desired goals?
– Once selected, formally organize the plan, arrange
for resources, and finalize strategies
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■ Implementation Strategy
– A mechanism to evaluate a decision ought to
be built into this step

– Implementation efforts may decide success

or failure

– Need to be flexible in the process

– Management needs to “push the start button”

to begin the program
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 The Planning Process
■Monitor and Control
– Begin almost simultaneously with
implementation

– Are intended outcomes happening?

– Are unintended side effects also happening?

– Was the action plan adequate?

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Benefits of Planning

List five benefits of planning and five

consequences of not planning

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Barriers to Planning
– Find out what are some barriers
to planning

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 Planning Types
• Single-Use Plans
– Single-use plans are developed to achieve a set of goals that
are not likely to be repeated in the future.

– Single-use plans typically include budgets, programs and

projects.

■ Budget:
– A budget is a plan that expresses anticipated results in
numerical – usually financial – terms for a stated time
period.

– After the stated period is over, the budget expires.

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Programmme:
– A large undertaking related to accomplishing the organization’s goals
and objectives.

– May take several years to complete.

– Large in scope; may be associated with several projects.

Project:
– A single-use plan for accomplishing a specific nonrecurring activity.

– While a project may be part of an overall programme, it is an undertaking

that can be planned and fulfilled as a distinct entity, usually within a
short time period.

– Although connected with a major program, individuals designated to

implement them can handle these projects separately.
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Standing plans
– Are ongoing plans used to provide guidance for
tasks performed repeatedly within the
organization.
e.g. policies, rules, and procedures

– Standing plans minimize the time needed in

planning and decision-making.

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■ Policy:
– A standing plan that serves as a guide to thinking when making
decisions;
– Broad in scope -- a general guide;
– Based on organization’s overall goals/strategic plans;
– Defines boundaries with which to make decisions

■ Rule:
– A directive that must be applied and enforced wherever applicable;
– Narrow in scope;
– Describes how a specific action is to be performed;
– May apply to specific setting.

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■ Procedure:

– A standing plan that defines the sequence of

activities to be performed to achieve objectives;

– Sometimes called a standard operating procedure;

– Defines a precise series of steps to attain certain

goals.

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Contingency Plans
– Referred to as scenarios, define
organisational responses to be taken in case
of emergencies or setbacks.

– Planners identify uncontrollable factors, such

as recession, inflation, technological
developments, or safety accidents.

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 Strategic Management
Def 1
■ Is the process of formulating and implementing
strategies that will provide a fit between the
organisation and its environment so as to achieve
organizational goals.

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 Strategic Management & SWOT Analysis
■ Strategic Management requires that Situation Analysis starts
with a SWOT analysis.
– Internal Strengths and Weaknesses
■ Strengths are positive internal characteristics
that an organization can exploit to achieve its
goals.

■ Weaknesses are internal characteristics that may

restrict organizational performance.

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- External Opportunities and Threats
• Opportunities are external characteristics that have
the potential to help the organization achieve or exceed the
strategic goals.

• Threats are external characteristics that may prevent

the organization from achieving its goals.
■ The external assessment should address the following
questions:
– What are our target populations and what changes, if
any, are anticipated within the strategic planning period?
– What is the level of customer demand and public need
for our agency’s products or services?
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■ What trends have been identified?

■ What major issues, conditions, or problems in the external

environment are relevant to the delivery of our agency’s goods or
services?

■ What conditions could affect or alter key elements of the

environment?

■ What implications do specific environmental changes hold for the

agency, such as changes in state or federal law?

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Answer the following questions for tutorial discussions
1. What is the difference between a goal and a plan?
2. What are the types of plans managers use?
3. What are the characteristics of an effective goal?
4. Differentiate between single use plans and standing plans.
5. Briefly explain using a practical example the steps in the
planning process.
6. What is strategic planning and how does it benefit an
organisation?

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