Definition
Answer one
Definition
The key concept that will be explored in this paper is the planning process. The planning process is defined as the process in which organizations adopts to monitor as well as outline the activities for the future (Yigitcanlar and Teriman, 2015 pp.342). In this case various documents that feature in the planning process are developed which include the tactical, this entails the plans which are used in the short term, the strategic which entails a wide range of the organization’s goals, the operating plans which are very sophisticated with the information for a certain sector, and finally the project plans which are implemented in the case where a project, or rather new products are launched. Therefore, investigating the Ferguson Plarre Bakehouses, it is clear that the adoption of the planning processes in the institution has really worked well. To achieve good results in employing the planning process the Ferguson Plarre Bakehouses take various steps as outlined in this paper. To begin with, the organization develops its objectives which in this case outline the tasks which are developed to help meet the objectives of the organization. In another way, the organization selects and determines its resources which are required for the task implementation. For this reason, the organization creates a timeline which helps in determining the method to be used for assessment. Finally, the planning process is finalized and later it is distributed in the organizational processes.
Expansion of Topic Using Literatures
By drawing various sources, it is clear that different literature provides different opinions regarding the planning process in the organizations. In this view, the literature review indicates that the planning process is an effective practice and is adopted by various organizations both in the private and public sectors (Dibrell, Craig and Neubaum, 2014 pp.2000). Therefore, effective leadership should be portrayed as viewed in Ferguson Plarre Bakes institution to ensure that it is well implemented within the organization. Various views concerning the planning process have been adopted by various scholars such as Henry Mintzberg who suggests the planning process is much effective in the organizations which are more visionary and wants to implement more business strategies (Mintzberg, Raisinghani and Theoret, 1976 pp.246). Another author Bryson is seen to present various benefits of adopting a planning process in his article (Bryson, 1988 pp.73). However, Bryson still provides some limitations for adopting the strategic planning process in management. Despite this, he still thinks that for any institution that wishes to be successful it is important if it embraces the planning process. In addition, the research conducted by Chester and Herbert indicated that the planning process plays a great role in the decision-making of any organization. He also argued that this process was not like an event but rather it provides an insight to the leaders in the organization.
Expansion of Topic Using Literatures
Application of Frameworks
Various frameworks have been explored in this paper that shows how relevant the planning process is when adopted in various institutions. To begin with, the framework for the work processes is concerned with the accomplishment of the tasks within the institutions. Clearly, this framework presents how organizations which adopt the planning process links various flows of the activities across all the significant departments and entire groups which are functional depicting the need for a planning process. It indicates that through the planning process, the institutions develops, produces and at the same time, delivers products to the clients effectively (Simon, 1987 pp.57). Clearly, the theory outlines examples of various planning processes. For instance, logistics manufacturing, product distribution as well as the development of new products lies under the operational planning processes. The others such as the measurement of performance, budgeting as well as the strategic planning exist in the administrative planning processes. This framework indicates that the administrative and the operational planning processes are intertwined in the view that they both assist in the activities which are viewed as interdependent. The framework explores the difference for the planning processes outlined by indicating that the operational planning processes are employed where the organization needs to produce certain goods and services. On the other hand, the administrative planning process is employed for efficiency in the generation of information and other plans in the entire institution. Therefore, the relevance of this theory is presented in the examples provided for the administrative and administrative processes adopted in various organizations (Hax, 1996 pp.20).
In another way, the behavioral framework is also a relevant theory that explores the planning process employed in various institutions. The framework was explored by Weick who indicated that the behaviors are employed in the planning process hence a personnel turnover is observed (Weick, Sutcliffe and Obstfeld, 2005 pp.410). Weick provides several examples of behaviors such as the decision-making and the communication behaviors which make the theory be termed as relevant. The framework of the change process is another theory which is viewed in the planning processes. For this theory, examples which indicate changes in the planning processes are the Darwinian evolution as well as the institution life cycle hence it is relevant.
For the alternative frameworks, the Hawthorne experiment is considered since it has some impact on the planning process adopted in various organizations. The framework presents the examples of the communication techniques which allow efficacy between various relationships hence through the planning processes various decisions are made. Therefore, through a planning process, the passage of information from one department to another through the communication processes within the institution is efficient.
Application of Frameworks
Linking Discussion
Finally, through the various literature review presented in this paper as well as the relevant frameworks explored, it is clear that the planning process is important in every institution. Most significantly, it is clear that the above frameworks have common features which contribute to the effectiveness of a planning process in any institution (Goetsch and Davis, 2014pp.10). For this reason, it is important if the history of Ferguson Plarre is explored in this paper.
Answer Two
Ferguson Plarre’s History
In providing a brief history of Ferguson Plarre’s Bakehouses, it is clear that the Company is owned by the family and at the same time, it operated as a business. It is evident that the Fergusons established this bakery industry in 1901 while the Plarres set their pace in 1911. The Fergusons and the Plarres mainly concentrated in the suburbs which existed in the Southern and in the Northern regions of the Melbourne, in Australia. The businesses operated independently for several years after which they merged and they were called the Ferguson Plarre Bakehouses. After operating as one institution, the Ferguson quit in 2012 and the Plarres were left to run the institution (Ferguson Plarre, (2012)).
Looking at the history of sustainability, it is clear that Ferguson Plarre provides support to various practices in business. For this reason, the construction and the design for sustainable facilities used in baking were impacted. The institution engaged in planting trees to act as barriers for the gases emitted in the greenhouses in various areas in Australia. The institution requires that the suppliers’ should meet several requirements of sustainability which are established within the company. Therefore, due to the collaboration and the sustainability indicated within the institution, it won various awards.
Answer Three
Approach for Goal Setting
The Ferguson Plarre embraces the innovative approach for goal setting just like any other companies in Australia. Through the innovative approach, the organization acquires sustainability and at the same time, it generates a lot of profits. It is clear that this approach towards goal setting sets a competitive advantage to other institutions. The competitiveness acquired allows the company to keep going ahead. The innovative approach ensures that the company explores the latest technology hence communication within the institution is also facilitated (Ferguson Plarre, (2012)). The innovation also provides room to realize new capabilities within the institution. Therefore, due to the innovative approach, the Ferguson Plarre is actively finding solutions for the customers’ issues which are presented. In the same way, the institution uses powerful, measures which are communicated to the Company employees who at some point receive incentives. Clearly, the innovative approach allows the company to set goals which create sustainability.
Answer Four
How Ferguson Plarre Tracks Progress
The Ferguson Plarre tracks progress towards the goal setting through various ways. To begin with, the institution happily helps the generations in the future to inherit the world since they are the people who ensure that there is progress. The organization uses the tool for doing the right thing to attract more customers and facilitate sustainability. The institution participates in environmental preservation by engaging the Australians to minimize the water and air pollution which prevail. In another way, the Ferguson Plarre ensures that their cakes are made with fewer impacts to the health of the individuals (Ferguson Plarre, (2013)). Clearly, the institution’s ultimate goal is to provide the cakes which are sweet and attractive hence do not have a negative impact on the world.
Bryson, J.M., 1988. A strategic planning process for public and non-profit organizations. Long range planning, 21(1), pp.73-81.
Dibrell, C., Craig, J.B. and Neubaum, D.O., 2014. Linking the formal strategic planning process, planning flexibility, and innovativeness to firm performance. Journal of Business Research, 67(9), pp.2000-2007.
Ferguson Plarre 2012, Interview with Steve Plarre, Part 3: Planning, Cengage Learning Australia
Ferguson Plarre 2013, Our History, viewed 12th July
Http://www.fergusonplarre.com.au/about/histoty/
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Hax, A.C., 1996. The strategy concept and process: a pragmatic approach. Pearson College Division.
Mintzberg, H., Raisinghani, D. and Theoret, A., 1976. The structure of” unstructured” decision processes. Administrative science quarterly, pp.246-275.
Simon, H.A., 1987. Making management decisions: The role of intuition and emotion. The Academy of Management Executive (1987-1989), pp.57-64.
Weick, K.E., Sutcliffe, K.M. and Obstfeld, D., 2005. Organizing and the process of sensemaking. Organization science, 16(4), pp.409-421.
Yigitcanlar, T. and Teriman, S., 2015. Rethinking sustainable urban development: towards an integrated planning and development process. International Journal of Environmental Science and Technology, 12(1), pp.341-352.
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