What Should I Do Next?
What Should I Do Next?
Kim Allred is relatively new as a supervisor, having
been promoted only two months ago. Before her promotion,
she had worked for the company for seven
years as a sales specialist in office equipment. There
is no doubt that she is a whiz at selling office equipment.
Because of her accepted expertise in the field,
it was natural for her to be promoted when the supervisory
opening in office equipment sales became
available.
Yesterday, Kim received a memo from her boss, Ed
Jackson, stating that all departmental plans for the next
fiscal year were due by the end of the month, which
was 10 days away. She immediately went into a panic.
She had never prepared a formal plan, and she had no
idea what was required. After worrying over the matter
for a day, Kim decided that the best thing to do
would be to ask Ed for some guidelines.
Kim: Ed, yesterday I received your memo regarding
next year’s plan. I’ve never prepared a formal
plan, and frankly, I don’t even know where to
start.
Ed: Calm down, Kim. I apologize for forgetting
that this is your first go-around in the planning
process. What I am looking for is a plan for
attaining the objectives that we agreed upon
for your department last month. In other
words, the ABCs of how you plan to
accomplish each objective.
Kim: In other words, you want a written explanation
of just how I expect to accomplish each
objective. Just how detailed should this plan
be, and what format are you looking for?
Questions
1. How would you answer Kim’s questions if you
were Ed Jackson?
2. How would you go about preparing this plan if
you were Kim Allred? (Suggest a framework for
Kim to follow.)
3. Do you think Kim’s initial reaction to the
planning process was unusual? Why or why
not?
shouldn't you explain what you thought about this first of all?
just posting questions with no effort at all will get you no help.(we don't do your homework for you)
There is no set process planning process? That’s a little strange. Kim should ask for last years plan, decide what’s working and what’s not working. Then she has to figure out how she can obtain her objective. She should also ask someone in another department and see what they have prepared. After this is complete she should speak with Ed about creating a formal process. Everyone’s plan should be in a consistent format
1. As Ed Jackson, I would answer Kim's questions as follows:
- Regarding the level of detail in the plan, I would emphasize the importance of providing enough information for each objective to demonstrate a clear understanding of how they will be accomplished. The plan should include specific actions, resources required, timelines, and any potential obstacles or risks that may need to be addressed. However, it should also be concise and focused on key points, avoiding excessive detail that may distract from the main objectives.
- In terms of format, I would suggest using a structured approach such as the SMART framework. This stands for Specific, Measurable, Achievable, Relevant, and Time-bound. By applying this framework to each objective, Kim can ensure that her plan is well-defined, actionable, and aligned with the overall goals of the department.
2. If I were Kim Allred, I would follow the following framework to prepare the plan:
a) Start by reviewing the objectives agreed upon with Ed Jackson. Understand the specific outcomes that need to be achieved and the priorities assigned to each objective.
b) For each objective, break it down into smaller, actionable steps. Think about the specific tasks, resources, and activities needed to accomplish each step. Consider any potential challenges or obstacles that could arise.
c) Use the SMART framework (Specific, Measurable, Achievable, Relevant, Time-bound) to structure each objective. Ensure that each objective is clear and well-defined, with measurable criteria for success. This will help in tracking progress and evaluating the effectiveness of the plan.
d) Outline the timeline and set realistic deadlines for each objective and its associated tasks. Consider dependencies between tasks and allocate appropriate time for completion.
e) Identify and assign responsibilities to team members who will be involved in executing the plan. Clearly communicate expectations and ensure everyone understands their roles and accountabilities.
f) Include a section for potential risks and mitigation strategies. Anticipate any potential obstacles that may impact the plan's success and propose contingency plans to address them if needed.
g) Format the plan in a clear and organized manner, using headings and subheadings to group related information. Use bullet points or numbered lists to make it easier to read and navigate.
3. Kim's initial reaction to the planning process was not unusual. Transitioning into a new role as a supervisor, especially when it involves new responsibilities like preparing a formal plan, can be overwhelming and unfamiliar. It is natural to feel panicked and uncertain when faced with requirements that are outside one's previous experience. Seeking clarification and guidance from a superior, like Kim did by asking Ed for guidelines, is a proactive and appropriate step to take in such a situation.