Fail to Plan, Plan to Fail

In general, an overall strategy should precipitate into goals and those goals in strategic objectives that can be used to by 1st and 2nd line managers. These strategic objectives’ progress are measurable and quantifiable. Many managers utilize tools such as score cards to analyze the success or lack of, that a company and its managers attain, fails to meet, or surpasses the stated goals. Alignment of these processes to reach a company’s goals is dependent upon the number of goals, the specificity of these goals, and whether or not the entrusted managers have executed these strategies with the necessary resources to accomplish them. According to Sull (2015), “80% of managers say that their goals” fall into this category” (p. #)

Decided on how to implement changes and addressing issues and re-planning implementation plans. Also co-ordinating activities of every member of the team, collating work products into the whole or overall goal can be a big challenge to the team and the leader or manager of the team.

The key to action planning is focused accountability. Just setting goals is not enough. (Tiffan, 2009)

How and why is planning such an important part of the reiterative quality process of Plan-Do-Study-Act (PDSA) as we apply it to education?

The concept of planning “backward” starting from desired results (the end in mind) is not new. In 1949 Ralph Tyler described this approach as an effective process for focusing instruction. Recently, Stephen Covey, in the bestselling book, Seven Habits of Highly Effective People, reports that effective people in various fields are goal-oriented and plan with the end in mind.

Allan H. Meltzer’s article about socialism published in 2016, titled: Fail and Fail Again: Like a Bad Penny, Socialism Keeps Coming Back is a piece that is effective in displaying many faults within a socialist government. Meltzer shows that socialist governments are proven to fail, while capitalist countries in contrast have a long history of prosperity. Meltzer’s method of displaying this fact and persuading the audience is strong and his thesis is sound. In the use of historical examples, logical explanation, and repetition, he effectively sways the audience’s opinion to his viewpoint.

non-conformance with the plan contingency plan Fraud Install surveillance equipments within the organization Devolved responsibilities Signed workplace staff responsibilities and accountability agreements Information security Limited access to the business information and data Reduction in client service Conduct marketing campaign On-going scrutiny by media Conduct the business networking with the media companies Breach of procedure Design the strict workplace staff separation and termination policies and procedures Employee relations All the employment contracts to be mutually signed and agreed upon Bushfires group life assurance Contamination All staffs have acquire the food preparation and processing certificates

I usually set realistic and attainable goals while planning. Planning is basically setting objectives and identifying actions to achieve those objectives. I sometimes get into details while planning which usually is challenging and time consuming.

Essential Questions: What is a precipitate and why do some chemical reactions produce precipitates? How do the ions of molecules in two solutions react to form a solid?

Excellent question professor Busse. As I stated in my introduction, I was a general foreman for multi-millions dollar projects for many years. From my experience often times individuals attempt to develop one plan and stick with this plan throughout the project. This of course is not an advisable suggestion, as projects change from one day to the next. Therefore, the divide and concur strategy of addressing issues is important to keep in mind. If previous actions were unattainable with the strategy being implemented, an individual must then change the strategy. Changes inevitably occur, as I stated strategies need to adapt in order to address any issues that may surface. Then a systematic approach should be implemented, then improve confidence

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Despite the benefits of having organizational goals, the concept in itself includes complications. Rianey (2014) suggests that the complications include “that goals are always multiple.” Due to the number of goals an organization may have, research indicates that differing goals is quite common amongst organizations. In the AMC’s case, the separation between the national and individual chapters have created the appearance that the organization as a whole has a number of goals, although more likely than not these goals are more associated with an individual chapter. Rainy (2014) argues that these differing goals often times create goal conflicts within an organization, leading to organizational ineffectiveness. With this in mind, it is quite clear to see the ways that the organization can be impacted by the multitude of organizational goals impacting the ability of the organization to be impactful.

Obtaining realistic goals establishes credibility that translates into leadership, many of which are prepared even before

Communication also is the responsibility of company management. Feedback is crucial to the bottom line of any plan. Management must also have clearly defined goals and ideas of what they want to accomplish and relay that information to the team leaders. Without a concrete plan in place for the team, there is little or no chance of success. Situations can and have occurred where the employees had no clear idea of what management hoped to realize and there was no proposal in place to implement them. Outlining what the company is looking to achieve and adequately

The third error is leaders lacking a vision. A successful transformation according to Kotter requires “a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees.” A vision clarifies the direction of the company and helps to create motivation. The fourth error is then undercommunicating the vision by a factor of ten. In other words, Kotter suggests leaders must use every opportunity possible to communicate the new vision and strategies to the entire organization. This is followed by the fifth error of leaders not removing obstacles to the new vision. Organizations should allow members to make changes to their areas of involvement. People need to be empowered in order to be part of the process (Kotter).