Planning of any organization is essential to the overall success of the company. The planning process is a disciplined and time taking process produces fundamental decisions and actions that shape the organization. The planning of the right managers insure a promising future.

3. ABU SAYED
ID No. M18150203736
APU GOSH
ID No. M18150203713
MD. HASAN IMAM
ID No. M18150203745
A.F.M SAJJAD HOSSAIN
ID No. 01819140061
A. B. M FAZLA MUKITH KHAN
ID No. M18150203746
EMRAN HOSAIN
ID No. M18150203741

5. 4.1What Is Planning?
Planning
Planning is deciding in advance what to do, how to do it,
when to do it and who is to do it. It involves anticipating
the future and consciously Choosing the future course of
action.
“According to Haimann, Planning is the function that
determines in advance what should be done.”

6. 4.2Why Do Managers Plan?
Purposes of Planning
 Planning is the primary management function that establishes the
basis for all other management functions.
 Planning establishes coordinated effort.
 Planning reduces uncertainty.
 Planning reduces overlapping and wasteful activities.
 Manage complexities & competition.
 Planning establishes goals and standards used in controlling.
 To increase org effectiveness.

7. 4.3 Features/ nature of planning
• Planning focuses on achieving objectives
• Planning is a primary function of management
• Planning is pervasive
• Planning is continuous
• Planning is futuristic
• Planning involves decision making
• Planning is a mental exercise

8. 4.4 Hierarchy of Plans
Mission
or Purposes
Objectives or
goals
Strategies
Policies
Procedures
Rules
Programs
Budgets

9. 4.5 Steps in Planning
BeingAware of
Opportunities
Quantifying Plans by
Budgeting
Formulating
Derivative
Plans
Selecting a
Course
Evaluating
Alternative
Courses
Identify / Determining
Alternative Courses
Developing
Premises
Establishing
Objectives or
Goals

10. 4.5 Steps in Planning
4.5.1 Being aware of opportunity
Awareness of opportunities in the environment both external to and
internal in the organization is the real beginning point for planning.
At this stage, managers tend to create a foundation from which they will
develop their plans for the next planning period.
4.5.2 Setting objectives or goals
This involves determining goals or objectives for enterprise
as a whole and then for each subordinate tier and unit.
Establishment of objectives involves determining the same
for the enterprise as a whole and for each subordinate level
or unit.

11. 4.5.3 Considering planning premises
The major principle of planning premises is the more
thoroughly individuals charged with planning understand
and agree to utilize consistent planning premises the more
coordinated enterprise planning will be.
4.5.4 Identifying alternatives
There is hardly a plan for which reasonable alternatives are not available. Finding
out alternative courses of action, especially those not immediately apparent. At
this stage, managers decide how to move from their current position towards
their decided future position.
Forecasting plays an important role in promising. By means of forecasting, organizations try to
answer various questions about future expectations and action statements.

12. 4.5.5 Evaluating Alternative Courses
Evaluating alternatives also includes determining the costs and expected
effects of each. They must be evaluated in light of how well each would
help the organization reach its goals.
4.5.6 Selecting a Course
A plan is adopted at this point and is, therefore, the real point of decision
making. Managers may decide to follow several courses instead of one
best course.

13. 4.5.7 Formulating Derivative Plans
Derivative plans are essentially required to support the basic or general plan.
Usually, there are two kinds of derivative or supportive plans.
I. Involves changes in existing supportive plans
II. Subsidiary plan involves the creation of a new supportive plan
4.5.8 Budgeting
Budgets are sometimes called enumerated programs which are most
commonly expressed in terms of money. But they may also be expressed as
hours worked, as units sold, or in any other measurable unit.

14. 4.6Types Of Plans
4.6.1Types of Plans based on Breadth
I. strategic plans - apply to the entire organization
• establish organization’s overall goals
• seek to position the organization in terms of its environment
II. operational plans - specify the details of how the overall goals are to be achieved
• tend to cover short time periods
4.6.2Types of Plans based onTime
I. long-term plans - time frame beyond three years
• definition of long term has changed with increasingly uncertain organizational environments
II. short-term plans - cover one year or less

15. 4.6.3Types of Plans based on specification
I. specific plans clearly defined with little room for interpretation
• required clarity and predictability often do not exist
II. directional plans flexible plans that set out general guidelines
• provide focus without limiting courses of action
4.6.4Types of Plans based on frequency of use
I. single-use plans - one-time plans specifically designed to meet the
needs of a unique situation
II. standing plans - ongoing plans that provide guidance for activities
performed repeatedly
• include policies, procedures, and rules

16. 4.7 Planning InThe Hierarchy Of Organizations
Strategic
Planning
Operational
Planning
Top Management
First Line Management
Middle Management
Long-Term
Plan
Single-use
Plan
Standing
Plan
Procedures BudgetsPolicies

17. 4.8 Contingency Factors in Planning
The process of developing plans is influenced by three contingency factors and by the
planning approach followed.
4.8.1 Manager’s level in the organization
operational planning dominates managers’ planning efforts at lower levels
strategic planning more characteristic of planning at higher levels
4.8.2 Degree of environmental uncertainty
when uncertainty is high, plans should be specific, but flexible
4.8.3 Length of future commitments
commitment concept - plans should extend far enough to meet those
commitments made when the plans were developed, the more that current
plans affect future commitments, the longer the time frame for which
managers should plan

18. 4.9 Approaches to Planning
4.9.1Top down approach
• Coming from or directed by those of highest rank.
• Top managers provide guidelines, information, plans and fund processes.
• Top down” approach tends to centralise decision making and is often
linked to development through large projects.
• This is also trickle down approach - richer individuals and larger
companies are the driving force behind economic growth.

19. 4.9.2 Bottom up approach
• This is “Grass roots” development approach.
• The aim is to lift people out of poverty by helping them directly.
• Helping them to help themselves. Local involvement in the decision
making process.
• Identifying their needs and deciding on the most effective solution.
Use of appropriate technology.

20. 4.9.3 Iterative approach
Before a final plan is prepared, many studies, assessments, alternative considerations
and revisions will have to be made. Generally, a preliminary or interim report should be
made by gathering the results and reports of each team .
After receiving comments from all
the related sources, a review and
revision period begins. The process
may need to be repeated several
times to find the best results.

21. 4.9.4 Inclusive Development approach
• Inclusive development consists of ensuring that all marginalized and
excluded groups are stakeholders in development processes.
• Disability-inclusive development is founded
upon the three key principles of participation,
non-discrimination and accessibility.
• Politically, for having a stable and democratic
society one needs to have inclusive growth.

22. 4.9.5 Flexible approach
• Flexibility means leaving rooms for future adjustment, modification, or revision.
• This also means that the planned targets should be progressive, i.e. smaller at the very
beginning and gradually expanding with the added experience.

23. 4.9.6 Growth Pole approach

24. 4.10 Principles of planning based on
Purpose
and Nature Of Planning

25. 4.10.1. Principle of Commitment:
This means that certain resources must be committed or pledged for the purpose of planning.
The enterprise must be ready to exhaust the available resources for the achievement of a plan.
4.10.2. Principle of the Limiting Factor:
This principle implies that more emphasis has to be put on that factor which is scarce or limited
in supply or extremely costly.This will help in selecting the most favorable alternative.
4.10.3. Principle of ReflectiveThinking:
Planning, being an intellectual activity is based on rational considerations. These involve
reflective thinking which signifies problem-solving thought process—a process by which past
experiences are superimposed on the facts of the present situation and possible future trends.

26. 4.10.4. Principle of Flexibility:
Though a plan is prepared after reflective thinking, this does not mean that no departure can
be made in the course of its operation. The plan should be so prepared that there is sufficient
scope for changing it from time to time.
4.10.5. Principle of Contribution to Enterprise Objectives:
A major plan is prepared and it is supported by many derivative plans. But all plans must
contribute in a positive way towards the achievement of the enterprise objectives.
4.10.6. Principle of Efficiency:
A plan should be made efficient to attain the objectives of the enterprise at the minimum cost
and least effort. It must also achieve better results with the minimum of unexpected
happenings.Therefore, it is to be seen that what is expected is likely to be achieved.

27. 4.10.7. Principle of Selection of Alternatives:
Planning is basically a problem of choosing. The essence of planning is the choice among
alternative courses of action. In choosing from alternatives, the best alternative will be that
which contributes most efficiently and effectively to the accomplishment of a desired goal.
4.10.8. Principle of Planning Premises:
A plan is prepared against some foundations or backgrounds known as ‘Planning Premises’.
There must be complete agreement among the managers in respect of planning premises over
which the structure of plan is to be framed.
4.10.9. Principle ofTiming and Sequence of Operations:
Timing and sequence of operations determine the starting and finishing time for each piece of
work according to some definite schedule and give practical and concrete shape and form to
work performance.

28. 4.10.10. Principle of Securing Participation:
To secure participation of the employees with whole-hearted co-operation in execution of the
plan, it is necessary that the plan must be communicated and explained to them for their full
understanding. This understanding provides the basis for additional knowledge about new facts
and matters to the employees.
4.10.11. Principle of Pervasiveness:
Though major planning function is entrusted to the top management, it is not restricted to the
top level only. It is a function of every manager at every level in the organization.
4.10.12. Principle of Strategic Planning:
Strategic planning is essential where there is competition. It is prepared in the light of what the
competitors are intending to do. Planners must take into account the strategies of the rival
organizations, otherwise the planning projection may land them in trouble.

29. 4.10.13. Principle of Innovation:
A good system of planning should be responsive to the opportunities for innovation.
Innovation consists in creating something new for increasing satisfaction of the consumers.
This may also be stated as an important strategy of business. Innovation is a necessity for its
sustaining growth in this dynamic world.
4.10.14. Principle of Follow-up:
In the course of execution of a plan, certain obstacles may crop up in midway and planning
may require revision, alteration or correction. This is why there must be a follow-up system in
the planning process itself. This allows timely changes in the planning and makes it more
effective.

30. 4.11.1. Planning may create rigidity
• unwise to force a course of action when the environment is fluid
4.11.2. Plans can’t be developed for a dynamic environment
• flexibility required in a dynamic environment
• can’t be tied to a formal plan
4.11.3. Formal plans can’t replace intuition and creativity
• mechanical analysis reduces the vision to some type of programmed
routine
4.11.4. Planning focuses managers’ attention on today’s competition, not on
tomorrow’s survival
• plans concentrate on capitalizing on existing business opportunities
• hinders managers who consider creating or reinventing an industry
4.11 Criticisms of Planning

31. 4.11.5. Formal planning reinforces success, which may lead to failure
• success may breed failure in an uncertain environment
Arguments
Against
Strategic
Planning
Rigid Assumptions
of Stability
Intuition
and Creativity
Environmental
Turbulence
Focus on Today’s
Competition
Preoccupation with
Current Success

32. 4.12 Barriers to effective planning
 Difficulty of accurate premising
 Problems of rapid change
 Internal inflexibilities
• Policy & procedural inflexibility
• Capital investment
 External inflexibility
• Political climate
• Trade unions
• Technology changes
Time & cost factors
 Failure of people in planning

33. 4.13 Conclusion
Planning of any organization is essential to the overall success of the
company. The planning process is a disciplined and time taking process
produces fundamental decisions and actions that shape the organization.
The planning of the right managers insure a promising future.