PROGRAMS AND TASKS

PROGRAMS AND TASKS

As previously discussed, strategies can be formulated only after the objectives to be accomplished have been determined. Similarly, programs can only be designed after the strategies have been set because strategies are general in character. Programs are the implementing system and organization to fulfill the strategies. There are a wide variety of uses of the term "program" in organizations. In it's most general use, a major program is a collection of organizational resources that is geared to accomplish a certain strategy which addresses an objective. In the pursuit of strategies, a single program may suffice, but then there are cases where many programs are needed in order to fully effect the strategies. The conceptgram below shows the relationship of programs to strategies and to the objectives.

Program Should Tie to the Organization's Mission

Each program should be strongly associated with the organization's overall mission. That is, the organization's executive leaders should work from the mission to identify several overall, major goals that must be reached and that, in total, reach the mission. If an idea for a program comes up at some time other than during strategic planning, executive leaders must ask themselves if the program is really appropriate for the organization.

Program Planning Should Tie in With Strategic Planning

Depending on the nature of the organization, strategic planning typically includes review of the organization's vision, mission, values, overall strategic issues and strategic goals (each of which, in some organizations, becomes a program) and strategies to reach the goals (strategies to reach the goals often are the roadmap for how the program meets its own goals). Because the program planning must be tied to the nature of the organization's mission, the program planning should be closely tied with the organization strategic planning as well. Typically, at a point right after the strategic planning process has identified strategic goals and issues, a team of planners can draft a framework for how goals can be met. This framework is often the roadmap for a new program.

Elements of a Program

Objectives

People

Resources

Systems/Methods/Technologies

Evaluation

Example:

A company engaged in the manufacture/tolling of food-grade plastic film for packaging has this as one of its objectives:

" To increase annual profit by 20% in the next three years"

An analysis of its operations showed that profits could be increased by reducing costs (in this case high financing costs is the major cost driver) or increasing the production volume in order to increase sales and reduce per unit overhead costs.

The strategies that were identified were:

Equity Augmentation/Loan Restructuring/Retirement of Loans

Production Intensification

To pursue "production intensification" strategy, the company embarked on the following programs:

Equipment and Machinery Enhancement and Maintenance Program which increased production volume from 80MT per month to 130MT per month - almost doubling its previous output without additional acquisition of a new machine. With the corresponding maintenance program, the company experienced substantial reduction in downtime and rate of product rejections. As a result, the company increased its net profit by more than 20% per year.

In the above example, it can be seen that there is consistency and fit, with the program being in conjunction to the strategy and the strategy being supportive of the objective.

Other generic examples may take the following scenarios:

"Objective: Increase Market Share by 30% within three years

Strategy: Geographic Market Expansion

Programs:

Franchising Program

Joint Venture Program

Dealership Development Program

Competitive Pricing Program

"Objective: Company Growth of 50% within 5 years

Strategies:

Capital Expansion

Distribution Outlet Expansion

Product Diversification

Programs:

Acquisition Program

Merger Program

IPO

Franchising Program

Joint Venture Program

Dealership Development Program

Capital Build Up

The more common programs that are implemented by business enterprises include the following:

Marketing:

Advertising Program

Sales and Promotions Program

Customer Relations Program

Dealer Development Program

Production

Research and Development Program

Production Cost Reduction Program

Sub-Contracting Program

Outsourcing Program

Repair and Maintenance Program

Zero Defect Program

Just in Time Program (JIT)

Finance

Capital Build-Up Program

Cost Reduction Program

Acquisitions and Mergers

Joint Ventures

Administration

Personnel Development Program

Training and Career Development Program

Personnel Benefits Program

Automation/Computerization Program

Procurement Program

Guide Questions:

Based on your internal analysis, SWOT and external assessment, you have set your strategies. What specific programs do you intend to develop and pursue for each of the strategies? Describe each program in terms of concept, rationale, participants, client system, schedule, major tasks, major resources needed, implementing schemes, monitoring schemes, evaluation schemes?

What are the programs objectives? How do you intend to measure program accomplishments? (monitoring of inputs and outcome evaluation)

What are the critical components and factors that will make the program successful?

Are there similar or related programs being currently implemented by your company? If so, how would the new programs relate to the existing ones?



TASKS

Tasks are specific actions to be undertaken in order to implement or make the programs operational. It involves the identification of functions, roles and the people who will be implement the program. Within a program lies the various tasks involve, and therefore it is important that the tasks, roles and functions be clearly defined and assigned by the responsible company authorities. Similarly, these should be clearly understood by those who will do the tasks and should be willing to them.

In the "more organized" enterprises, tasks are broken down into specific and detailed actions termed as "procedures". The compilation of the tasks and procedures are usually documented in the forms of policy and procedure pronouncements ( memoranda, policy issuances, circulars and policy/procedure manuals). Tasks and procedures identify what actions and activities to be taken, how they be will be done, who will do them and the sequences of actions.

In programs that require the participation of different functional units such as marketing department, production, finance and administration, coordination is an important element in order to be effective, responsive and efficient.

Program Evaluation

Programs should be evaluated on at least a yearly basis to discern if the programs are reaching their goals, achieving their outcomes and if they are doing so in an efficient manner. Small businesses seldom have the resources to conduct evaluations of a program's goals, outcomes and process. However, they can think about where they have the most concerns about a program and then gear an evaluation to look at that aspect of the program.

Program evaluation holds numerous advantages. It can verify or increase the results/outcomes on customers (internal or external). It can fine tune delivery of program services, which, in turn, saves costs and time. Evaluations often provide wonderful testimonials that can be used for public relations and credibility of the program. In fact, evaluations are often used by program planners to ensure that the program is indeed carrying out the original process planned for the program in the first place. Often, the program plan ends up changing dramatically over time as program employees are overcome by events. Program processes can naturally deviate from the original plan because program plans were flawed in the first place, the program's environment changed a great deal or program employees simply found a much better way to deliver products/services to customers (internal or external).