Convenience



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Fundamentals-of-Management-8th-Edition-Ricky-Griffin-978-1285849041

Executing Tactical Plans
Regardless of how well a tactical plan is formulated, its ultimate success depends on the
way it is carried out. Successful implementation, in turn, depends on the astute use of
resources, effective decision making, and insightful steps to ensure that the right things
are done at the right times and in the right ways. A manager can see an absolutely bril-
liant idea fail because of improper execution.
Proper execution depends on a number of important factors. First, the manager needs
to evaluate every possible course of action in light of the goal it is intended to reach.
Next, he or she needs to make sure that each decision maker has the information and
resources necessary to get the job done. Vertical and horizontal communication and
integration of activities must be present to minimize conflict and inconsistent activities.
And, finally, the manager must monitor ongoing activities derived from the plan to make
sure they are achieving the desired results. This monitoring typically takes place within
the context of the organization’s ongoing control systems.
OPERATIONAL PLANNING
Another critical element in effective organizational planning is the development and
implementation of operational plans. Operational plans are derived from tactical plans
and are aimed at achieving operational goals. Thus, operational plans tend to be nar-
rowly focused, have relatively short time horizons, and involve lower-level managers.
The two most basic forms of operational plans and specific types of each are summarized
in Table 3.1.
84
Part 2:
Planning
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Organizations develop various operational plans to help achieve operational goals. In
general, there are two types of single-use plans and three types of standing plans.

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