Conclusion
so planning is the selection of a host of activities and subsequent termination of what to do, when, how, and by whom.based on the planning timeframe is divided into: short-term plans ranging from one day to one year, medium-term plans ranging from several months to three years, and long-term plans that range from two years to five years.
1. LIMITATION OF PLANNINGNEWMAN: Planning is determining in advance what will be doneLOUIS A ALLEN: Planning is the determination of a series of actions to achieve the desired results.CHARLES BETREHEIM: The plan contains two actions: Objectives and tools to achieve that goal.
2. PLANNING PROCESS
1. Determining the purpose of planning2. Determine actions to achieve goals3. Rationale Mengembangkn future conditions4. Identify ways to achieve goals5. Implement action plans and evaluate the results
3. TYPE USED IN PLANNING MANAGERSInclude:1. Short Term Planning (Short Range Plans)2. Long-term Planning (Long Range Plans)3. Planning Strategy4. Operational Planning5. Planning Permanent6. Disposal Planning
A. Strategic planning: determining the need for comprehensive long-term and has been directed.Set goals for the organization of activities what to take what resources are needed to achieve them.Strategic planning stage:1. identification of goals and objectives2. performance assessment based on the goals and objectives set3. determination of planning strategies to achieve the goals and objectives4. implementation of strategic planning5. evaluation results and improved strategic planning processStrategic planning objectives: benefit kompetitiff (competitive advantage).
Management StrategyManagement strategy: directing business strategy planning process and ensure the strategy is implemented properly in order to ensure the success of the organization in the long run.Stage management strategies:1. formulation of strategy (strategy formulation)2. implementation strategy (strategy implementation)
The strategy used by an organizationThree levels of strategies used by an organization:1. corporate strategy (corporate strategy)Destination: the allocation of corporate resources iuntuk in total.Srtategi is used at the corporate level.2. business strategy (business strategy)business strategy for one product line.This strategy is used at the division level.3. functional strategies (functional strategy)leads to specific functional areas to operate.This strategy is used at the functional level such as research and development, resources, manufacturing, marketing, etc..
B. Operational planning: What needs to be done to implement planning strategies to achieve the objectives of the strategy. The scope of this planning is more narrow than the planning strategy.Typical operational planning:1. Production planning (Production Plans): Planning relating to the methods and technology needed in the work2. Financial Planning (Financial Plans): Planning associated with the funds needed for operating activities3. Facilities Planning (Plans Facilites): Planning-related facilities & layaout jobs needed to support the task.4. Planning marketing (Marketing Plans): Dealing with the purposes of sale and distribution of goods / services.human resource planning (Human Resource Plans): relating to recruitment, selection and placement of people in various occupations.
3. Planning a fixed (standing plans)Used for activities that occur repeatedly (continuously)Contained in: Organizational Policies, Procedures and RegulationsWisdomPlanning remains that communicates broad guidance to make decisions and implement actions.For example: Hire employees, SuspensionProcedures and rulesPlanning remains that describe actions taken in certain situations is often referred to: Standard Operating Prosedurs (SOPs)
4. Planning disposable (single-use plans)Used only once for a unique situationBudgetUsing resources to work on a project or program activitiesIs a powerful management tool to allocate a limited variety of resources to meet diverse needs.Project ScheduleEstablish a series of activities required to achieve specific objectives and the connection between a specific time frame, performance targets and Resources.
4. PLANNING APPROACHES1. Planning inside-out and outside-in planningInside-out plan: focusing on an already done and try to do that tebaik do. It improves organizational effectiveness.Planning outside-in: from the external environment analysis of planning to exploit emerging opportunities and minimize the problems occurred.Both of these plans can be combined to optimum.2. Top-down planning and bottom-up planningPlanning from the top down (top-down): managers below the top managers make plans based on the intended purpose of top managers.Planning from the bottom up (bottom-up) was developed at the lower levels without any limitation that regularly pass through the hierarchy to the level of top managers. Pros: strong commitment and ownership in planning lower. Weaknesses: if too extreme will probably fail to produce all the tasks are integrated within the overall organization.3. Contingency planning-> Focused on the idea of planning ahead. This planning involves determining the action alternatives that can be implemented if no suitable original plan due to changing circumstances. Key: prediction of future changes that could result in planning being executed.
so planning is the selection of a host of activities and subsequent termination of what to do, when, how, and by whom.based on the planning timeframe is divided into: short-term plans ranging from one day to one year, medium-term plans ranging from several months to three years, and long-term plans that range from two years to five years.
1. LIMITATION OF PLANNINGNEWMAN: Planning is determining in advance what will be doneLOUIS A ALLEN: Planning is the determination of a series of actions to achieve the desired results.CHARLES BETREHEIM: The plan contains two actions: Objectives and tools to achieve that goal.
2. PLANNING PROCESS
1. Determining the purpose of planning2. Determine actions to achieve goals3. Rationale Mengembangkn future conditions4. Identify ways to achieve goals5. Implement action plans and evaluate the results
3. TYPE USED IN PLANNING MANAGERSInclude:1. Short Term Planning (Short Range Plans)2. Long-term Planning (Long Range Plans)3. Planning Strategy4. Operational Planning5. Planning Permanent6. Disposal Planning
A. Strategic planning: determining the need for comprehensive long-term and has been directed.Set goals for the organization of activities what to take what resources are needed to achieve them.Strategic planning stage:1. identification of goals and objectives2. performance assessment based on the goals and objectives set3. determination of planning strategies to achieve the goals and objectives4. implementation of strategic planning5. evaluation results and improved strategic planning processStrategic planning objectives: benefit kompetitiff (competitive advantage).
Management StrategyManagement strategy: directing business strategy planning process and ensure the strategy is implemented properly in order to ensure the success of the organization in the long run.Stage management strategies:1. formulation of strategy (strategy formulation)2. implementation strategy (strategy implementation)
The strategy used by an organizationThree levels of strategies used by an organization:1. corporate strategy (corporate strategy)Destination: the allocation of corporate resources iuntuk in total.Srtategi is used at the corporate level.2. business strategy (business strategy)business strategy for one product line.This strategy is used at the division level.3. functional strategies (functional strategy)leads to specific functional areas to operate.This strategy is used at the functional level such as research and development, resources, manufacturing, marketing, etc..
B. Operational planning: What needs to be done to implement planning strategies to achieve the objectives of the strategy. The scope of this planning is more narrow than the planning strategy.Typical operational planning:1. Production planning (Production Plans): Planning relating to the methods and technology needed in the work2. Financial Planning (Financial Plans): Planning associated with the funds needed for operating activities3. Facilities Planning (Plans Facilites): Planning-related facilities & layaout jobs needed to support the task.4. Planning marketing (Marketing Plans): Dealing with the purposes of sale and distribution of goods / services.human resource planning (Human Resource Plans): relating to recruitment, selection and placement of people in various occupations.
3. Planning a fixed (standing plans)Used for activities that occur repeatedly (continuously)Contained in: Organizational Policies, Procedures and RegulationsWisdomPlanning remains that communicates broad guidance to make decisions and implement actions.For example: Hire employees, SuspensionProcedures and rulesPlanning remains that describe actions taken in certain situations is often referred to: Standard Operating Prosedurs (SOPs)
4. Planning disposable (single-use plans)Used only once for a unique situationBudgetUsing resources to work on a project or program activitiesIs a powerful management tool to allocate a limited variety of resources to meet diverse needs.Project ScheduleEstablish a series of activities required to achieve specific objectives and the connection between a specific time frame, performance targets and Resources.
4. PLANNING APPROACHES1. Planning inside-out and outside-in planningInside-out plan: focusing on an already done and try to do that tebaik do. It improves organizational effectiveness.Planning outside-in: from the external environment analysis of planning to exploit emerging opportunities and minimize the problems occurred.Both of these plans can be combined to optimum.2. Top-down planning and bottom-up planningPlanning from the top down (top-down): managers below the top managers make plans based on the intended purpose of top managers.Planning from the bottom up (bottom-up) was developed at the lower levels without any limitation that regularly pass through the hierarchy to the level of top managers. Pros: strong commitment and ownership in planning lower. Weaknesses: if too extreme will probably fail to produce all the tasks are integrated within the overall organization.3. Contingency planning-> Focused on the idea of planning ahead. This planning involves determining the action alternatives that can be implemented if no suitable original plan due to changing circumstances. Key: prediction of future changes that could result in planning being executed.
1.Planning
Planning is a process defines the goals of the organization, as well as finding ways to reach these goals, and develop a work plan of the organization. if a company does not have good planning is an organization or company can not run properly, because planning is an important process of all management functions and also without a plan, all other management functions such as organizing, directing, and controlling will not run properly . Planning also includes measures to select and connect the facts and making and using assumptions about the future in terms of visualizing and formulating the proposed activities are deemed necessary to achieve the desired results.
2. Planning Gain
The advantage of planning in the organization or company is an organization or company could know for certain tasks to be done to achieve the desired goal. But that with the company planning to interpret what should be done to support the achievement of desired goals.
Another advantage is :
1. Determine the boundaries of business / business. Selecting the focus area of business that will be developed based on all layers of management.
2. Provide direction of the company. Determine the boundaries of business and the direction of the company are two sides of same coin which underlies or produced. Secondly it is the basis of priority setting corporate policy and action in the face of environmental change.
3. Directing and shaping corporate culture. Strategic plan to support the direction and the formation of corporate culture through a process of interaction, bargaining, or reciprocal communication.
4. Maintain consistent policies and appropriate.
5. Maintain flexibility and stability operations.
6. Facilitate the preparation of the annual activity plan and budget.
2. Provide direction of the company. Determine the boundaries of business and the direction of the company are two sides of same coin which underlies or produced. Secondly it is the basis of priority setting corporate policy and action in the face of environmental change.
3. Directing and shaping corporate culture. Strategic plan to support the direction and the formation of corporate culture through a process of interaction, bargaining, or reciprocal communication.
4. Maintain consistent policies and appropriate.
5. Maintain flexibility and stability operations.
6. Facilitate the preparation of the annual activity plan and budget.
7. Focus and flexibility
Focus: Knowing what is best, knows what is needed and how to serve customers
Flexibility: Operates and had a view of the future
Planning helps managers because:
a. Creating a results-oriented performance orientation toward understanding
b. Planning priorities-Ensure orientation on the most important thing and get the main attention
c. Planning orientation on profit-Help resources to best leverage the power of
d. Planning on changing the orientation-help to anticipate problems and opportunities that can be achieved best fit.
3.Basics of planning
1. forecasting
the process of making assumptions about what will happen in the future.
a. Qualitative forecasting: prediction of its future use expert opinion
b. quantitative forecasting: prediction of its future use mathematical and statistical analysis (time series analysis, econometric models, survey statistics).
the process of making assumptions about what will happen in the future.
a. Qualitative forecasting: prediction of its future use expert opinion
b. quantitative forecasting: prediction of its future use mathematical and statistical analysis (time series analysis, econometric models, survey statistics).
2. The use of scenarios
includes the determination of several alternative future scenarios that will dtaang events or circumstances that may occur.
Identification of different scenarios the time will help organizations operate more flexibly in a dynamic environment.
3. benchmarking
external comparisons to better evaluate the current performance and determine actions taken kemungkinana for the foreseeable future. Purpose: to determine whether the people and organizations work well and to plan how to incorporate these ideas in operation.
4. participation and involvement
active participatory planning: planning in which all people who might affect the outcome of the planning and or-planning will help to implement those plans.
5. use of planning staff
planning staff functions: responsible for directing and coordinating the planning system for the organization as a whole or for one of the main components of planning.
4. FILL IN THE PLANNING
I think planning is the content of interpretations or designs on the work program of a company within a certain period, taking into account the resources required, both human resources and other resources, the task is completed, the actions taken and the schedule be followed. The manager may make a plan for stability (plan for stability), plans to be able to adapt (plan for adaptibility) or the managers may also make plans for different situations (for contingency plan), for example:determination of the number of each type of employee is needed.For that we need to:1. forecasting / projections to the needs of the company for a certain period2. analyze the ability of the current workforce to meet those needs. The difference between 1 and 2 will enable the company to perform the reduction of employees by means of "layoff" or make adjustments via internal transper, or expansion (expansion) through the process of withdrawal.In hiring scientifically, one must first establish a staffing standard to test the applicants.This standard shall establish minimum acceptable qualities necessary to be able to perform job duties and responsibilities so that the CAN is determined that the human capacity needed to implement them. A study of job content to determine the manpower needs of so-called "job analysis". The results of the first and directly from the job analysis process is the job description is essentially descriptive and is an account of the facts existing employment and related issues. The second decision with respect to the needs of the organization for human resource $ it is the determination of the amount for each type of personnel that must be provided. The purpose of human resource planning is to ensure that a certain number of people who desired with the correct skills will be obtained within a certain period in the future.
I think planning is the content of interpretations or designs on the work program of a company within a certain period, taking into account the resources required, both human resources and other resources, the task is completed, the actions taken and the schedule be followed. The manager may make a plan for stability (plan for stability), plans to be able to adapt (plan for adaptibility) or the managers may also make plans for different situations (for contingency plan), for example:determination of the number of each type of employee is needed.For that we need to:1. forecasting / projections to the needs of the company for a certain period2. analyze the ability of the current workforce to meet those needs. The difference between 1 and 2 will enable the company to perform the reduction of employees by means of "layoff" or make adjustments via internal transper, or expansion (expansion) through the process of withdrawal.In hiring scientifically, one must first establish a staffing standard to test the applicants.This standard shall establish minimum acceptable qualities necessary to be able to perform job duties and responsibilities so that the CAN is determined that the human capacity needed to implement them. A study of job content to determine the manpower needs of so-called "job analysis". The results of the first and directly from the job analysis process is the job description is essentially descriptive and is an account of the facts existing employment and related issues. The second decision with respect to the needs of the organization for human resource $ it is the determination of the amount for each type of personnel that must be provided. The purpose of human resource planning is to ensure that a certain number of people who desired with the correct skills will be obtained within a certain period in the future.
Kesimpulan
jadi perencanaan adalah pemilihan sekumpulan kegiatan dan pemutusan selanjutnya apa yang harus dilakukan, kapan, bagaimana, dan oleh siapa.
berdasarkan jangka waktunya perencanaan dibagi atas : rencana jangka pendek yaitu berkisar antara satu hari sampai satu tahun, rencana jangka menengah yaitu berkisar antara beberapa bulan sampai tiga tahun, dan rencana jangka panjang yaitu berkisar dua tahun sampai lima tahun.
1. BATASAN PERENCANAAN
NEWMAN : Perencanaan adalah penentuan terlebih dahulu apa yang akan dikerjakan
LOUIS A ALLEN : Perencanaan adalah penentuan serangkaian tindakan untuk mencapai hasil yang diinginkan.
CHARLES BETREHEIM : Rencana mengandung 2 tindakan : Tujuan dan alat untuk mencapai tujuan itu.
2. PROSES PERENCANAAN
1. Menentukan tujuan perencanaan
2. Menentukan tindakan untuk mencapai tujuan
3. Mengembangkn dasar pemikiran kondisi mendatang
4. Mengidentifikasi cara untuk mencapai tujuan
5. Mengimplementasi rencana tindakan dan mengevaluasi hasilnya
3. TIPE PERENCANAAN YANG DIGUNAKAN PARA MANAJER
Meliputi :
1. Perencanaan Jangka pendek (Short Range Plans)
2. Perencanaan Jangka panjang (Long Range Plans)
3. Perencanaan Strategi
4. Perencanaan Operasional
5. Perencanaan Tetap
6. Perencanaan Sekali Pakai
A. Perencanaan Strategi : Kebutuhan jangka panjang dan menentukan komprehensif yang telah diarahkan.
Menentukan tujuan untuk organisasi kegiatan apa yang hendak diambil sumber-sumber apa yang diperlukan untuk mencapainya.
Tahap perencanaan strategi:
1. identifikasi tujuan dan sasaran
2. penilaian kinerja berdasar tujuan dan sasaran yang ditetapkan
3. penentuan perencanaan strategi untuk mencapai tujuan dan sasaran
4. implementasi perencanaan strategi
5. evaluasi hasil dan perbaikan proses perencanaan strategi
Tujuan perencanaan strategi: mendapatkan keuntungan kompetitiff (competitive advantage).
Manajemen Strategi
Manajemen strategi: proses pengarahan usaha perencanaan strategi dan menjamin strategi tersebut dilaksanakan dengan baik sehingga menjamin kesuksesan organisasi dalam jangka panjang.
Tahap manajemen strategi:
1. perumusan strategi (strategy formulation)
2. pengimplementasian strategi (strategy implementation)
Strategi yang digunakan organisasi
Tiga tingkatan strategi yang digunakan organisasi:
1. strategi korporasi (corporate strategy)
Tujuan: pengalokasian sumber daya iuntuk perusahaan secara total.
Srtategi ini digunakan pada tingkat korporasi.
2. strategi bisnis (business strategy)
strategi untuk bisnis satu produk lini.
Strategi ini digunakan pada tingkat divisi.
3. strategi fungsional (functional strategy)
mengarah ke bidang fungsional khusus untuk beroperasi.
Strategi ini digunakan pada tingkat fungsional seperti penelitian dan pengembangan, sumber daya, manufaktur, pemasaran, dll.
B. Perencanaan operasional: kebutuhan apa saja yang harus dilakukan untuk mengimplementasikan perencanaan strategi untuk mencapai tujuan strategi tersebut. Lingkup perencanaan ini lebih sempit dibandingkan dengan perencanaan strategi.
Perencanaan operasional yang khas :
1. Perencanaan produksi (Production Plans) : Perencanaan yang berhubungan dengan metode dan teknologi yang dibutuhkan dalam pekerjaan
2. Perencanaan keuangan (Financial Plans) : Perencanaan yang berhubungan dengan dana yang dibutuhkan untuk aktivitas operasional
3. Perencanaan Fasilitas ( Facilites Plans) : Perencanaan yang berhubungan dengan fasilitas & layaout pekerjaan yang dibutuhkan untuk mendukung tugas.
4. Perencanaan pemasaran (Marketing Plans) : Berhubungan dengan keperluan penjualan dan distribusi barang /jasa.
perencanaan sumber daya manusia (Human Resource Plans): berhubungan dengan rekruitmen, penyeleksian dan penempatan orang-orang dalam berbagai pekerjaan.
3. Perencanaan tetap (standing plans)
Digunakan untuk kegiatan yang terjadi berulang kali (terus menerus)
Tertuang dalam : Kebijaksanaan Organisasional , Prosedur dan Peraturan
Kebijaksanaan
Perencanaan tetap yang mengkomunikasikan pengarahan yang luas untuk membuat berbagai keputusan dan melaksanakan tindakan.
Misalnya : Penyewaan karyawan, Pemberhentian sementara
Prosedur dan aturan
Perencanaan tetap yang menggambarkan tindakan yang diambil pada situasi tertentu sering disebut : Standard Operating Prosedurs (SOPs)
4. Perencanaan sekali pakai (single-use plans)
Digunakan hanya sekali untuk situasi yang unik
Anggaran
Menggunakan sumber-sumber untuk mengerjakan aktivitas proyek atau program
Merupakan alat Manajemen yang ampuh untuk mengalokasikan berbagai macam sumber yang terbatas untuk memenuhi kebutuhan yang beranekaragam.
Jadwal Proyek
Menetapkan rangkaian kegiatan yang dibutuhkan untuk mencapai tujuan khusus dan yang menghubung-hubungkan dengan kerangka waktu yang khusus, target kinerja dan Sumber Daya.
4. PENDEKATAN-PENDEKATAN PERENCANAAN
1. Perencanaan inside-out dan perencanaan outside-in
Perencanaan inside-out: terfokus pada yang sudah dilakukan dan mengusahakan untuk melakukan yang tebaik yang dapat dilakukan. Ini meningkatkan efektivitas organisasi.
Perencanaan outside-in: dari analisa lingkungan eksternal muncul perencanaan untuk mengeksploitasi kesempatan-kesempatan dan meminimisasi permasalahan yang terjadi.
Kedua perencanaan ini dapat dikombinasikan agar optimal.
2. Perencanaan top-down dan perencanaan bottom-up
Perencanaan dari atas ke bawah (top-down): manajer dibawah manajer puncak membuat perencanaan berdasarkan tujuan yang telah ditentukan manajer puncak.
Perencanaan dari bawah ke atas (bottom-up) dikembangkan pada tingkatan yang lebih bawah tanpa adanya batasan yang secara teratur melewati hirarki tersebut ke tingkat manajer puncak. Kelebihan: kuatnya komitmen dan kepemilikan dalam perencanaan yang lebih rendah. Kelemahan: bila terlalu ekstrim mungkin akan gagal untuk menghasilkan seluruh tugas yang terintegrasi dalam organisasi secara keseluruhan.
3. Perencanaan contingency
-> perencanaan yang terfokus pada pemikiran ke depan. Perencanaan ini meliputi penentuan alternatif-alternatif tindakan yang dapat diimplementasikan seandainya perencanaan orisinil tidak sesuai karena adanya perubahan keadaan. Kunci: prediksi perubahan yang akan datang yang dapat berakibat pada perencanaan yang sedang dijalankan.
1. Perencanaan
Perencanaan adalah suatu proses mendefenisikan tujuan organisasi,serta mencari cara untuk mencapai tujuan tersebut,dan mengembangkan rencana kerja organisasi. jika suatu perusahaan tidak memiliki perencanaan yang matang maka suatu organisasi atau perusahaan tidak dapat berjalan dengan baik,karena perencanaan merupakan proses terpenting dari semua fungsi manajemen dan juga tanpa perencanaan maka semua fungsi manajemen yang lainnya seperti pengorganisasian,pengarahan,dan pengontrolan tidak akan berjalan dengan baik.Perencanaan juga meliputi tindakan memilih dan menghubungkan fakta-fakta dan membuat serta menggunakan asumsi-asumsi mengenai masa yang akan datang dalam hal memvisualisasi serta merumuskan aktivitas-aktivitas yang diusulkan yang dianggap perlu untuk mencapai hasil-hasil yang diinginkan.
2. keuntungan perencanaan
Keuntungan adanya perencanaan dalam organisasi atau perusahaan adalah organisasi atau perusahaan bisa mengetahui dengan pasti tugas-tugas yang harus dikerjakan untuk mencapai tujuan yang diinginkan .selain itu dengan adanya perencanaan perusahaan bisa menafsirkan apa yang harus dilakukan untuk menunjang tercapainya tujuan yang diinginkan.
Keuntungan lainnya adalah :
1.Menentukan batasan usaha/bisnis. Memilih fokus bidang usaha yang akan dikembangkan yang didasarkan pada semua lapisan manajemen.
2.Memberikan arah perusahaan. Menentukan batasan usaha dan arah perusahaan merupakan dua sisi dari satu mata uang yang sama yang mendasari atau dihasilkan. Kedua hal itu merupakan dasar penyusunan prioritas tindakan dan kebijakan perusahaan dalam menghadapi perubahan lingkungan.
3.Mengarahkan dan membentuk kultur perusahaan. Rencana strategis menunjang pengarahan dan pembentukan budaya perusahaan lewat proses interaksi, tawar-menawar, atau komunikasi timbal-balik.
4.Menjaga kebijakan yang taat asas dan sesuai.
5.Menjaga fleksibilitas dan stabilitas operasi.
6.Memudahkan penyusunan rencana kegiatan dan anggaran tahunan.
7.Fokus dan fleksiblitas
Fokus : Mengetahui apa yang terbaik , mengetahui apa yang dibutuhkan dan bagaimana melayani pelanggan
Flesibilitas : Beroperasi dan punya pandangan kedepan
Perencanaan membantu Manajer karena:
a. berorientasi pada hasil- Menciptakan pengertian arah orientasi kinerja
b. Perencanaan Orientasi pada prioritas -Memastikan hal yang paling penting dan mendapatkan perhatian utama
c. Perencanaan orientasi pada keuntungan -Membantu sumber -sumber untuk mendayagunakan kekuatan terbaik
d. Perencanaan orientasi pada perubahan -membantu mengantisipasi masalah dan kesempatan sehingga dapat dicapai kesesuaian yang terbaik.
3.Dasar-dasar pembuatan perencanaan
1. forecasting (peramalan)
proses pembuatan asumsi-asumsi tentang apa yang akan terjadi pada masa yang akan datang.
a. forecasting kualitatif: prediksi masa depannya menggunakan pendapat para ahli
b. forecasting kuantitatif: prediksi masa depannya menggunakan analisa secara matematis dan statistis (analisa time series, model ekonometri, survey statistik)
2. Penggunaan skenario
meliputi penentuan beberapa alternatif skenario masa yang akan dtaang atau keadaan peristiwa yang mungkin terjadi.
Pengidentifikasian kemungkinan skenario yang berbeda waktunya akan membantu organisasi beroperasi lebih fleksibel dalam lingkungan yang dinamis.
3. benchmarking
perbandingan eksternal untuk mengevaluasi secara lebih baik suatu arus kinerja dan menentukan kemungkinana tindakan yang dilakukan untuk masa yang akan datang. Tujuan: untuk mengetahui apakah orang-orang dan organisasi bekerja dengan baik dan merencanakan bagaimana menggabungkan ide-ide tersebut dalam pengoperasiannya.
4. partisipasi dan keterlibatan
perencanaan partisipatif yang aktif: perencanaan di mana semua orang yang mungkin akan memperngaruhi hasil dari perencanaan dan atau akan membantu mengimplementasikan perencanaan-perencanaan tersebut.
5. penggunaan staf perencana
fungsi staf perencana: bertanggung jawab dalam mengarahkan dan mengkoordinasi sistem perencanaan untuk organisasi secara keseluruhan atau untuk salah satu komponen perencanaan yang utama.
4. Isi perencanaan
menurut saya isi perencanaan adalah tafsiran-tafsiran atau rancangan-rancangan tentang program kerja suatu perusahaan dalam suatu priode tertentu, dengan mempertimbangkan sumber-sumber daya yang dibutuhkan,baik sumber daya manusia maupun sumber daya lainya, tugas yang diselesaikan, tindakan yang diambil dan jadwal yang diikuti. Para manajer mungkin membuat rencana untuk stabilitas (plan for stability), rencana untuk mampu beradaptasi (plan for adaptibility) atau para manajer mungkin juga membuat rencana untuk situasi yang berbeda (plan for contingency),sebagai contoh :
penentuan jumlah masing-masing jenis karyawan yang diperlukan.
Untuk itu kita perlu :
1. melakukan peramalan/proyeksi terhadap kebutuhan perusahaan untuk suatu periode tertentu
2. melakukan analisa terhadap kemampuan tenaga kerja yang sekarang ini untuk memenui kebutuhan tersebut. Perbedaan antara 1 dan 2 akan memungkinkan perusahaan untuk melakukan pengurangan karyawan dengan jalan "layoff" atau melakukan penyesuaian lewat transper intern, atau perluasan (ekspansi) lewat proses penarikan.
Dalam pengangkatan pegawai secara ilmiah, terlebih dahulu orang harus menyusun suatu standar kepegawaian untuk menguji para pelamar .
Standar ini harus menetapkan kualitas minimum yang dapat diterima yang diperlukan agar mampu melaksanakan tugas-tugas jabatan dan tanggung jawab sehingga blsa ditentukan kemampuan manusia yang dibutuhkan untuk melaksanakannya. Studi atas isi pekerjaan untuk menentukan kebutuhan tenaga manusia disebut "analisa pekerjaan" .Hasil yang pertama dan langsung dari proses analisis pekerjaan adalah uraian pekerjaan yang pada dasarnya adalah bersifat deskriptif dan merupakan suatu catatan atas fakta-fakta pekerjaan yang ada dan yang berkaitan.Keputusan yang kedua sehubungan dengan kebutuhan organisasi untuk sumber daya manu$ia adalah penentuan jumlah untuk setiap jenis personalia yang harus disediakan. Maksud perencanaan sumber daya manusia adalah untuk menjamin bahwa sejumlah orang tertentu yang diinginkan dengan keterampilan yang benar akan dapat diperoleh dalam jangka waktu tertentu di masa yang akan datang.
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