This document provides an overview of planning concepts including:
1) Planning is defined as determining future courses of action in advance and involves setting goals, developing strategies, and creating plans.
2) There are different types of plans including strategic, operational, long-term, short-term, specific, and directional plans.
3) The planning process involves analyzing opportunities, setting objectives, determining premises, evaluating alternatives, selecting a course of action, and implementing and reviewing plans. Barriers to planning and criticisms of overly rigid planning are also discussed.
Types of planning, its goals and objectives.Vaibhav Sagar
This document discusses different types of planning including corporate, functional, operational, long term, short term, proactive, reactive, formal, and informal planning. It provides examples for each type. The key goals and objectives of planning are to bring certainty to future events, provide specific directions, allow for forecasting, bring economy to managerial operations, help attain predetermined goals, and gain an advantage over competitors. Planning turns an organization's mission and vision into measurable targets and helps ensure goals are achieved.
The document discusses the concepts and types of planning. It defines planning as the process of thinking about and organizing activities to achieve goals. There are different types of plans including:
- Strategic plans which are long-term plans created by top managers to achieve organizational goals.
- Tactical plans which support strategic plans by translating them into specific area plans.
- Operational plans which focus on procedures and processes at the lowest organizational levels.
- Contingency plans which provide alternative courses of action if original plans fail.
The document also outlines characteristics and principles of effective planning such as being future oriented, goal focused, and requiring teamwork. Barriers to planning include the time and expense required as well as potential restrictions
Planning is the primary function of a manager. It involves deciding in advance what is to be done, how it is to be done, when it is to be done, and by whom. Planning bridges the gap between the present and desired future goals. Effective planning relies on accurate planning premises, which are assumptions about internal and external factors that may impact the organization and must be considered. Planning premises can be internal or external to the organization, tangible or intangible, and controllable, semi-controllable, or uncontrollable. Identifying appropriate planning premises is essential for successful strategic, operational, and long, medium, and short-term planning.
The fundamentals in this slide presentation are important in understanding the concept of planning, the various types of plans, and the strategic management process
This document discusses various aspects of planning including definitions, types of planning processes, and differences between strategic and operational planning. It defines planning as "the management function that includes decisions and actions to insure future results." There are two main types of planning - strategic planning which establishes long-term direction and priorities, and operational planning which focuses on short-term goals and day-to-day activities. Strategic planning involves analyzing internal/external factors, setting goals and objectives, and identifying strategies, while operational planning develops detailed action plans and controls to implement strategic plans.
Planning involves deciding in advance what actions need to be taken to achieve organizational goals. It includes defining goals, developing strategies, and creating formal, long-term plans to coordinate work across an organization. There are different types of planning like informal short-term planning and formal long-term planning. Plans can be single-use, standing, or budgets. While planning brings benefits like reducing decision burden and ensuring consistency, it also has limitations such as inflexibility and becoming outdated over time. The planning process involves analyzing the environment, defining missions and objectives, forecasting assumptions, evaluating alternatives, and implementing and reviewing plans.
This document discusses planning, including its meaning, nature, importance, advantages, disadvantages, and process. Planning is deciding in advance what to do, how to do it, when to do it and who to do it. It is goal-oriented, pervasive, efficient, helps with coordination and flexibility. Planning helps set objectives, avoid uncertainty, coordinate activities, and run organizations effectively. While planning is important, it can also be costly and delay action. The planning process involves analyzing internal and external environments, setting objectives and forecasts, identifying alternatives, and reviewing plans. There are different types of planning like corporate, divisional, group, and departmental planning.
Planning involves defining goals, strategies, and coordinated plans. It determines what to do, how, when, and by whom. Planning establishes objectives, assesses current status, identifies gaps, and develops hierarchical plans. It is goal-oriented, continuous, flexible, and involves choosing between alternatives. Planning provides direction, coordination, risk reduction, and facilitates control and decision-making. However, plans may create rigidity and not account for a dynamic environment. Effective planning requires top management support, participation, communication, and integration of plans.
The document discusses different types of plans organizations use for training: short-range and long-range plans. It also outlines key components of planning including objectives, policies, strategies, procedures, programs, budgets, and rules. Objectives are goals or purposes that guide organizations and are essential to the planning process. Policies provide guidance for decision making. Procedures provide step-by-step directions for carrying out activities. Rules define allowed and prohibited behaviors. Programs implement policies to achieve objectives. Budgets allocate resources over different time periods from long-term to current.
This document discusses planning as the fundamental management function that precedes other functions like organizing, staffing, directing, and controlling. It defines planning as anticipating the future and determining a course of action to achieve desired results. The document outlines the key characteristics of planning such as being goal-oriented, primary, all-pervasive, intellectual, continuous, forward-looking, involving choice, and integrated. It also discusses the purpose and principles of planning, including contributing to objectives efficiently. Planning premises are assumptions about the future environment used in planning and are classified as external/internal, tangible/intangible, and controllable/uncontrollable. The document concludes by stating there is no standard planning process and each enterprise develops its own
The document discusses different types of planning based on breadth, time frame, specificity, and frequency of use. Strategic plans apply to the entire organization and establish long term goals, while operational plans cover shorter time periods and specific operational areas. Plans can also be categorized as long term versus short term based on duration, and as specific versus directional based on the level of definition. Additionally, single-use plans are designed for unique situations while standing plans provide ongoing guidance for repeated activities.
The document discusses the planning process and types of planning. It describes the 10 step planning process which includes situation analysis, identifying opportunities, setting objectives, determining alternative actions, evaluating alternatives, selecting the best alternative, developing derivative plans, implementing plans, and following up. It also mentions different types of goals such as financial goals, strategic goals, stated goals, and real goals. Examples of company goals are provided.
This document discusses different types of plans categorized by time, management level, broadness, and use. Plans can be long term, medium term, or short term based on time. Based on management level, plans can be top level, middle level, or lower level. Plans also vary in broadness as corporate level plans or departmental level plans. Finally, plans are distinguished by their use as either standing plans like missions and policies, or single use plans like programs, budgets, and projects.
Strategic planning establishes organizational priorities and allocates resources to accomplish goals. It improves performance by focusing an organization and communicating priorities. A good strategic plan assesses the current state, sets goals and plans to close gaps between the current and future states. It should address critical issues, balance capabilities and goals, cover a sufficient time period, be visionary yet flexible to allow for change, and guide decision making. Key elements are the mission, guiding principles, value propositions, destination points, and areas of focus/strategies.
This document discusses key concepts related to organization and organizing. It defines organization as the process of identifying and grouping work to be performed in an effective manner. There are several types of organizational structures discussed such as line, line and staff, functional, committee, project, and matrix structures.
The principles of organizing discussed include chain of command, work specialization, authority, delegation of authority, span of management, and unity of command. Chain of command refers to the hierarchical order of authority within an organization. Work specialization involves dividing tasks into separate jobs completed by different individuals. Authority is the right to command and is delegated from superiors to subordinates. Delegation involves assigning responsibility, authority, and accountability to subordinates.
This document discusses various aspects of planning and strategy formulation for organizations. It covers topics like the definition of planning, its benefits, the planning process, setting objectives, and developing strategies. Strategy is defined as determining long term goals and adopting plans to achieve them. The document discusses analyzing the internal and external environment, developing different types of strategies based on strengths, weaknesses, opportunities and threats, and periodically reviewing strategies.
The document discusses various concepts related to planning. It defines planning as the process of deciding in advance what is to be done, where, how and by whom. Planning involves setting goals and determining the course of action to achieve those goals. There are different types of plans like strategic plans, tactical plans, and operational plans developed at different organizational levels like corporate, business, and functional levels. Effective planning is important as it helps minimize uncertainty, promote coordination, and tackle complexities of modern business.
The document discusses the concept of planning in management. It defines planning as selecting objectives and actions to achieve goals by looking ahead. Effective planning involves establishing objectives and premises, considering alternative courses of action, developing derivative plans, securing cooperation in implementation, and evaluating the results. Planning bridges the gap between current and desired future states and facilitates management by preparing for uncertainties. It is important but time-consuming and success depends on external factors outside one's control.
Planning involves identifying problems, gathering information, analyzing alternatives, selecting plans, and checking progress. There are different types of plans including hierarchical, frequency of use, time frame, and organizational scope plans. Hierarchical plans can be strategic, administrative, or operational. Time frame plans include short, medium, and long range plans. Organizational scope plans cover corporate, business, and functional levels. In conclusion, effective planning is an important project and time management technique that can reduce the effort needed to achieve goals.
This document provides an overview of different types of planning, their advantages, and limitations. It discusses strategic planning which covers long term goals over 3-5 years, and operational planning which focuses on short term goals under one year. Planning has advantages like facilitating management by objectives, minimizing uncertainties, improving coordination, and encouraging innovations. However, planning can also be costly, time consuming, provide a false sense of security given uncertainties, and be challenging with rapid changes. The document aims to educate on various aspects of organizational planning.
Planning involves determining in advance what actions need to be taken to achieve goals. It is goal-oriented, continuous, and looks ahead to anticipate the future. The main steps in the planning process are to define the task, identify resources, consider alternatives, create the plan, implement the plan, and evaluate. Planning provides direction, reduces risk and uncertainty, and guides decision-making. Challenges to planning include lack of information, time/costs, resistance to change, and inability to plan. There are different levels of planning including corporate, divisional/departmental, and group/sectional planning at different management levels in an organization.
Planning involves deciding in advance how to approach future events. It allows organizations to forecast potential outcomes and make choices to increase certainty. Some key characteristics of planning include:
- Planning is goal-oriented and forward-looking, aimed at forecasting the future.
- It is a continuous and dynamic process that occurs at all levels of management. Planning also provides alternatives and choices for how activities can be carried out.
- Planning serves as the primary function that other management functions like organizing and staffing build upon. It is integral to all operations within an organization.
Role of information technology in indian railwayNitesh Patil
Indian Railway was first introduced in 1853 running between Mumbai and Thane. It is now the second largest railway system in the world by size, with over 63,000 km of track and over 6,900 stations. It is fully owned by the Indian government and employs over 1.6 million people, making it one of the largest employers worldwide. Information technology has been widely adopted by Indian Railways, including online ticket booking, freight tracking, passenger information systems, and apps for ticket status. This has helped increase efficiency and revenue but some issues around capacity and functionality remain.
Scientific management aimed to optimize work tasks to increase productivity by simplifying jobs and studying worker motions. Frederick Taylor introduced scientific management in 1911 to address "soldiering," where workers purposely work below capacity. Frank and Lillian Gilbreth further developed time and motion studies like analyzing bricklaying to reduce motions. The goal was to scientifically select and train workers while dividing work equally between managers and workers, though critics argued it increased monotony and was dehumanizing.
1. Authority refers to the power or right to give orders, make decisions, and enforce obedience. It is the relationship between superiors who make decisions and subordinates who are expected to accept them.
2. There are different types of authority, including legal/formal authority given by law, traditional authority based on social relationships, and charismatic authority based on personality.
3. Delegation of authority is allowing someone to act on your behalf by performing tasks available to you, with the delegate having limited powers within the delegation policy. Effective delegation involves determining duties, authorizing action, and creating obligations.
This document discusses delegation of authority and responsibilities within an organization. It defines delegation as assigning work to subordinates and granting them the authority to complete it. The document outlines the key aspects of delegation as the assignment of duties, grant of authority, and creation of accountability. Some advantages of delegation include developing coordination, reducing executive burden, developing subordinates, and facilitating expansion. Potential difficulties include superiors feeling they can do the job better themselves or lacking confidence in subordinates. Successful delegation involves establishing a fear-free work climate, choosing the right tasks and people, providing assistance, planning, evaluating results.
Nature and Process of Planning, Strategic Planning
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This document discusses delegation of authority and decentralization. Delegation involves assigning tasks and authority to subordinates while retaining responsibility. Decentralization also delegates responsibility. Delegation is a routine function while decentralization is a major enterprise decision. Delegated authority can be withdrawn while decentralization applies generally. The document also outlines the definition, nature, steps, principles, advantages, and problems of delegation.
This document discusses different aspects of line and staff authority in human resource management. It defines line authority as the right of line managers to direct the work of subordinates, while staff managers are authorized to assist and advise line managers. The document also discusses different types of human resource professionals, including executives, generalists, and specialists. It outlines several key human resource management functions performed by HR managers, such as staffing, training, compensation, and employee relations.
This document discusses the communication process. It defines communication and outlines the key elements of communication, including the sender, message, channel, decoding, receiver, and feedback. It describes the different types of communication channels and provides an example of the communication process in action with a teacher delivering a lecture to students. Barriers to effective communication are also examined, such as language differences, cultural differences, and distractions. The document concludes that communication involves both words and body language to effectively convey messages.
This document discusses staffing as a key human resource management function. It defines staffing as filling positions in an organization through recruitment, selection, placement and development of personnel. The importance of effective staffing is outlined, including obtaining competent employees, optimizing performance and ensuring succession planning. The evolution of human resource management from a welfare model to integrated corporate strategy is summarized. Finally, the key steps in the staffing process are identified as estimating requirements, recruitment, selection, placement, training and development, and performance appraisal.
Planning is the fundamental function of management that involves anticipating the future and determining a course of action to achieve goals. It is goal-oriented, primary, pervasive across managers and organizations, intellectual involving imagination and adjustment, continuous as assumptions change, forward-looking to consider the future, and involves choice through decision making. The objectives of planning are to focus on objectives and results, reduce uncertainty and change, provide direction, encourage innovation, help with coordination, guide decision making, enable decentralization, provide economy, and facilitate control.
The document discusses the key aspects of staffing, which includes recruiting, selecting, and training employees. It describes staffing as an important managerial function that is pervasive and continuous. The basis of effective staffing is the efficient management of human resources through proper recruitment and selection procedures to place the right employees in the right jobs. The document then covers the different steps involved in recruitment, selection, and training employees. It discusses various training methods commonly used like on-the-job training, classroom training, and management development programs. Finally, it mentions some types of personnel movements like transfer, promotion, and separation.
The document discusses various aspects of planning and decision making for organizations. It defines planning as determining a future course of action to achieve objectives. A good plan should provide clear direction, be consistent, feasible, simple, and flexible. The planning process involves steps like identifying opportunities, setting objectives, identifying alternatives, and formulating supporting plans. Strategic planning sets long-term direction over 3-5 years while tactical planning focuses on short-term resource allocation. Management by objectives involves jointly setting goals and evaluating performance to achieve maximum results. Modern decision making techniques help organizations effectively plan and make choices.
This document discusses the concepts of power, authority, and delegation of authority in organizations. It defines power as the ability to influence another's behavior, and authority as the power given to a position to make decisions affecting others. Delegation of authority involves a manager extending their power by authorizing subordinates to act in certain ways. For delegation to be effective, responsibilities must be clearly defined, subordinates must be given the necessary authority and resources to do their jobs, and control mechanisms put in place. Barriers to effective delegation include factors related to both the delegator and delegate like a lack of trust, confidence, or proper incentives.
The document provides an overview of process planning. It begins with product selection, which involves strategic decisions about technology, capacity, location, and other factors. Process planning then determines how the product will be manufactured through make-or-buy decisions, process selection, capacity planning, and assembly charts. It discusses different types of processes like projects, batch production, and mass production. Process analysis tools like flow charts and operation process charts are used to improve processes. The document emphasizes that process planning is key to converting product designs into manufacturing instructions.
Principles of Scientific Management (F.W. Taylor)Deep Gurung
The slide explains the theory proposed by F.W. Taylor. He introduced scientific methods of doing work to increase productivity. Thus he is known as 'Father of Scientific Management;. Thus, the theory 'Principles of Scientific Management'.
The document discusses staffing in retail businesses. It explains that staffing refers to managing employee schedules and monitoring labor costs hourly is important because payroll is a major business expense. It provides an example where a store that schedules 5 employees for 10 hours per day at $10/hour would spend $500 daily on payroll. However, if the store only makes $300 in daily sales, they would lose money and likely need to reduce staffing to 2 employees to ensure labor costs don't exceed sales.
Planning is a key managerial function that focuses on the future and involves defining goals, strategies, and plans. There are different types of planning including strategic planning, which establishes organization-wide goals, and operational planning, which specifies how goals will be achieved. The planning process involves analyzing opportunities, setting objectives, determining premises and alternatives, evaluating alternatives, selecting a course of action, formulating derivative plans, implementing plans, and reviewing the planning process. While planning aims to reduce uncertainty and improve efficiency, some argue it can create rigidity and fail to consider new opportunities.
Planning involves determining future courses of action in advance. It focuses on defining goals, strategies, and plans. There are different types and levels of planning including strategic, operational, and tactical.
The strategic planning process involves analyzing opportunities, setting objectives, determining planning premises, evaluating alternatives, selecting actions, and formulating derivative plans. It aims to position the organization for the future.
Management by objectives integrates planning activities like setting goals and evaluating performance. It motivates employees and improves managing through results-oriented planning. However, MBO can fail if objectives are not clearly defined or employees are not committed.
Effective strategic planning requires establishing a vision, mission, objectives, strategies, and performance indicators. It provides
Planning is the process of setting objectives and determining how to accomplish them. It provides direction, reduces uncertainty, and establishes goals. The planning process involves perceiving opportunities, defining objectives, identifying alternatives, and formulating supporting plans. Types of plans include strategic plans, operational plans, long-term plans, short-term plans, directional plans, and standing plans. Planning tools and techniques include environmental scanning, forecasting, and benchmarking. Planning creates structure for other management functions and sets the stage by providing a sense of direction.
The document discusses planning in management. It defines planning and describes the types and levels of planning including strategic, intermediate, and operational planning. The planning process and key steps are outlined including establishing objectives, developing strategies, determining premises and alternatives, evaluating alternatives, selecting actions, formulating derivative plans, and reviewing the process. Advantages of planning such as facilitating management by objectives and minimizing uncertainty are highlighted. Limitations including cost, time consumption, and uncertainty are also reviewed.
Planning involves determining a future course of action in advance. It is a primary managerial function that specifies objectives and selects alternative courses of action to achieve goals. There are different types and levels of plans, including strategic plans that apply to the entire organization, and operational plans that specify how strategic goals will be achieved. Effective planning requires establishing goals, developing alternative strategies, evaluating options, and implementing and reviewing derivative plans. However, planning also faces criticisms such as potentially creating rigidity or not adapting to dynamic environments.
Planning involves defining goals, strategies, and coordinated plans. It can be informal with unwritten plans or formal with specific written goals and action plans. Planning provides direction, coordination, control, and helps anticipate issues. It establishes a hierarchy from broad strategic plans to specific operational plans. Effective planning involves setting objectives, considering alternatives, and developing coordinated derivative plans and budgets. The principles of planning emphasize contributing to objectives, clear objectives, planning preceding other functions, and efficient, consistent plans based on agreed premises.
Planning involves defining goals, strategies, and coordinated plans. It can be informal with unwritten plans or formal with specific written goals and action plans. Planning provides direction, coordination, control, and helps anticipate issues. It establishes a hierarchy from broad strategic plans to specific operational plans. Effective planning involves setting objectives, considering alternatives, and developing budgets. The level of planning depends on the manager's level in the organization. Principles of effective planning include contributing to objectives, having clear and attainable goals, and establishing consistent planning premises.
Planning involves deciding in advance what is to be done, when, where, how, and by whom. It bridges the gap from the present to the future. Good planning is an intellectual process, sets objectives, considers alternatives, and helps achieve goals. Strategic planning matches resources and capabilities to market opportunities for long-term growth. It defines an organization's mission and allocates resources among strategic business units. Marketing planning involves analyzing the environment, setting objectives, and developing mix strategies to select target markets.
Planning is a key managerial function that involves determining objectives and developing steps to achieve those objectives given available resources. It is a systematic process that establishes goals and maps out future actions. Effective planning principles include basing plans on clear objectives and information, considering environmental factors, facilitating control, and ensuring plans are precise, practical and flexible. The planning process involves setting objectives and premises, evaluating alternative actions, developing derivative sub-plans, securing cooperation, and monitoring and adjusting plans. Plans can be operational, tactical or strategic, spanning different timeframes and scopes, with contingency plans developed in case original plans require changes.
Unit II Planning discusses various types of plans including:
1. Mission or purpose statements which identify the basic function or task of an organization.
2. Objectives which are the goals, aims, or purposes an organization wishes to achieve over varying periods of time.
3. Strategies which provide a plan to optimally match an organization with its external environment through general programs of action.
4. Policies which represent guidelines or rules for decision making.
The document covers definitions of planning, the nature and purpose of planning, and the planning process.
The document discusses planning in management and organizational behavior. It defines planning as determining future courses of action in advance and focusing on the future. Planning involves setting organizational goals, establishing strategies to achieve those goals, and developing plans for work activities. There are different types of plans including strategic plans, operational plans, long-term plans, and short-term plans. The planning process involves setting objectives, developing premises, identifying alternative actions, evaluating alternatives, selecting a course of action, implementing plans, and reviewing the planning process. Management by objectives is also discussed as a strategy where employees set goals and are evaluated based on goal achievement.
This document provides an overview of the Construction Management and Entrepreneurship course. The course aims to help students understand the construction management process, solve issues professionals face, and fulfill professional obligations effectively. Module 1 focuses on management concepts like the characteristics, functions, and importance of planning. It also discusses construction project formulation, planning and scheduling, and different management styles. Key terms defined include management, planning, project organization, and the functions of a project manager related to scope, time, cost, and quality.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONSAMALDASKH
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
Planning is the primary function of management and involves determining courses of action in advance to achieve organizational objectives. Key characteristics of planning include looking to the future and deciding predetermined lines of action. Planning provides benefits like contributing to objectives, giving economy of operation, and motivating employees. The planning process involves steps like analyzing the external and internal environment, determining objectives, developing alternative courses of action, and establishing implementation plans. While planning provides benefits, it also has limitations such as potential inflexibility and being time-consuming.
Unit -III Planning and control M.sc II year.pptxanjalatchi
planning and control, often known as production planning and control, are management functions that seek to determine: first, what market demands are stating and second, reconcile how a company can fill those demands through planning and monitoring.
The document discusses various aspects of planning including definitions, types, and reasons for planning. It defines planning as a basic management function that enables goal setting and optimal resource allocation to achieve organizational purpose. Planning implies considering constraints, opportunities and threats to set goals. A plan is a blueprint that specifies tasks, schedules, and resource allocation to achieve goals. The document outlines different types of plans such as strategic, tactical, operational, directional, specific, single-use, and standing plans. It also discusses the steps involved in planning.
- Planning involves looking ahead and determining future courses of action. It establishes what needs to be done, how it will be done, and who will do it.
- Planning bridges the gap between the present and where the organization wants to go in the future. It makes things happen that otherwise would not.
- Some key characteristics of planning include that it is goal-oriented, involves looking ahead and preparation for the future, requires intellectual and analytical thought, involves decision making among alternatives, and is a continuous process as plans need regular review.
A project is defined as a temporary endeavor undertaken to create a unique product or service. It involves planning a set of tasks or activities to achieve specific goals or objectives. Planning is a key part of project management and involves selecting objectives, deciding on actions to achieve them, and making decisions that will affect the future. The principles of effective planning include keeping aims clear, developing accurate forecasts, involving subordinates, ensuring plans are feasible, avoiding overoptimism, and reviewing long-term plans regularly. Planning introduces orderly thinking and structure to management.
The document discusses the functions of management, specifically planning. It defines planning as anticipating future trends and determining strategies and tactics to achieve organizational goals. Planning accounts for changing environments and helps performance. The steps in planning include establishing objectives and premises, determining alternative courses of action, evaluating alternatives, selecting a course, formulating derivative plans, implementing plans, and reevaluating. Planning can occur at strategic, intermediate, and operational levels. Potential limitations include lack of integration, understanding, contribution across levels, information, change resistance, and contingency planning.
Planning is a fundamental management function and involves deciding what activities need to be done to accomplish goals, when they will be done, how they will be done, and who will do them. There are different types of planning including formal and informal, operational and strategic, and single-use plans like programs, projects, budgets, and strategies. Effective planning helps organizations efficiently achieve objectives and manage resources and uncertainties. Forecasting is an important part of planning as it allows organizations to anticipate future events and conditions.
Similar to Ppm lecture 10 11 planning, process, types (20)
1. ninth edition
STEPHEN P. ROBBINS MARY COULTER
Lecture Planning & Types of
10 Plans
PowerPoint Presentation by Charlie Cook
The University of West Alabama
2. LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
What Is Planning?
• Define planning.
• Types (Levels) of Planning
• Strategic Planning
• Intermediate Planning
• Operational Planning
• Planning Process/ Procedure
• Barriers to Effective Planning
• Planning Premises
• Forecasting
• Key to Planning
3. What Is Planning?
• Planning
Planning is the primary function of management.
It focuses on the future course of action.
A primary managerial activity that specifies the objectives
to be achieved in future and selects the alternative course
of action to reach defined objectives. Thus, it involves:
Defining the organization’s goals
Establishing an overall strategy for achieving those goals
Developing plans for organizational work activities.
4. What Is Planning?
•“Determination of future course of actions in advance”
•It is the blue print of action and operation.
•Planning is intellectual process which is concerned with
deciding in advance what, when, why, how, and who shall
do the work.
5. Definitions:
• “Generally speaking, planning is deciding in advance what is
to be done”
-W H Newman
•“Planning is deciding in advance what to do, how to do, when
to do and who is to do it. Planning bridges a gap between from
where we are to where we want to go”
-Harold, Koontz and O’Donnel
•“Planning is that function of manner in which he decides in
advance what he will do. It is a decision making process of a
special kind, its essence is futurity.”
-Hayness and Massie
6. Why Do Managers Plan?
• Purposes of Planning
Provides direction
Reduces uncertainty
Minimizes waste and redundancy
Sets the standards for controlling
• Benefits of planning
Goal Focus
Minimize Uncertainty
Improve efficiency
Facilitates to Control
Innovation and Creativity
Better Coordination
Ensures Commitment
Aid to Business Success
Brings Systematization
REDUNDANCY<===> अतितिरिरिक्ततिरा
7. How Do Managers Plan?
• Elements of Planning
Goals (also Objectives)
Desired outcomes for individuals, groups, or entire
organizations
Provide direction and evaluation performance criteria
Plans
Documents that outline how goals are to be accomplished
Describe how resources are to be allocated and establish
activity schedules
9. Types of Plans
• Strategic Plans
Apply to the entire organization.
Establish the organization’s overall goals.
Seek to position the organization in terms of its
environment.
Cover extended periods of time.
• Operational Plans
Specify the details of how the overall goals are to be
achieved.
Cover short time period.
10. Types of Plans (cont’d)
• Long-Term Plans
Plans with time frames extending beyond three years
• Short-Term Plans
Plans with time frames on one year or less
• Specific Plans
Plans that are clearly defined and leave no room for
interpretation
• Directional Plans
Flexible plans that set out general guidelines, provide
focus, yet allow discretion in implementation.
DISCRETION<===> िविचारशीलता
12. Types of Plans (cont’d)
• Single-Use Plan
A one-time plan specifically designed to meet the
need of a unique situation.
• Standing Plans
Ongoing plans that provide guidance for activities
performed repeatedly.
13. Establishing Goals and Developing Plans
• Traditional Goal Setting
Broad goals are set at the top of the organization.
Goals are then broken into sub-goals for each
organizational level.
Assumes that top management knows best because
they can see the “big picture.”
Goals are intended to direct, guide, and constrain from
above.
Goals lose clarity and focus as lower-level managers
attempt to interpret and define the goals for their areas
of responsibility.
16. Contemporary Issues in Planning
• Criticisms of Planning
Planning may create rigidity.
Plans cannot be developed for dynamic
environments.
Formal plans cannot replace intuition and creativity.
Planning focuses managers’ attention on today’s
competition not tomorrow’s survival.
Formal planning reinforces today’s success, which
may lead to tomorrow’s failure.
17. Planning Process:
How does a manager Plan?
Establish objectives
Develop Strategies
Determination of
Reviewing the premises
planning process
Determination of
alternatives
Implantation of Evaluation of
plans alternatives
Formulation of Selecting a course
derivative plans of action
18. Analyze Opportunities
• Not a step of Planning, It is pre-step of planning.
• Essential to make a successful plan.
• SWOT analysis
Setting objectives
• First and real starting point of planning.
• Management has to define objectives in clear manner by
considering organizational resources and opportunities
because a minor mistake in setting objectives might
affect in implementation of plan.
• Objectives must be specific, clear and practical.
• They should be time bound and expressed in numerical
terms.
19. Determination of premises
• Premises are the assumptions about the future in which the
planning is implemented.
• They provide environment and boundaries for the
implementation of plan in practical operation.
• These premises may be tangible and intangible and external.
(a) Tangible and intangible: Tangible premises involve
capital investment, unit of production, units sold, cost per unit,
time available etc. Similarly, intangible premises involve
employees moral, goodwill, motivation, managerial attitude,
etc.
(b) Internal and external: Internal premises involve
money, materials, machines and managements. In the similar
manner, external factors involve competitors strategy,
technological change, government policy, social and cultural
beliefs etc.
20. Determination of alternatives
• It is essential to identify all the possible hidden
alternatives. The information about alternative
courses of action may be obtained from primary
and secondary sources. There must be search
for the best alternative. The management must
develop alternatives through the support of
experienced and intellectual experts in
management sectors.
21. Evaluation of alternatives
• Evaluate the alternatives from their expected
cost and benefits. This is the logical step to
evaluate each alternative from its plus and
minus points.
• Each alternative is studied and evaluated in
terms of some common factors such as risk,
responsibility, planning premises, resources,
technology etc.
Selecting a course of action
22. Formulation of derivative plans:
• It is essential to formulate action or derivative
plans for each step of work and to all
departments of the organization. These action
plans involve formulation of policies, rules,
schedule and budget to complete defined
objectives. Thus, formulation of derivative plans
is an essential step in planning process. It is
difficult to implement main plan without
formulation of derivative plan.
23. Implantation of plans
• Without this step, other this procedure of plan will remain
as paper work.
• This step brings all the procedure of plan into action.
• For implementation plan, management has to take some
steps such as to communicate with subordinates who
initiate to plan into action; provide necessary instruction
and guidance; make arrangement of all resources like
materials, machines, money, equipments etc; make
timely supervision and control over subordinates.
Reviewing the planning process
24. Terms to Know
• Planning • Directional plans
• Goals • Single-use plan
• Plans • Standing plans
• Stated goals • Traditional goal setting
• Real goals • Means-ends chain
• Framing • Mission
• Strategic plans • Formal planning
• Operational plans department
• Long-term plans
• Short-term plans
• Specific plans
25. Thank You
From
arunkaushik_25@rediffmail.com
(For any Query or Discussion write here)
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