This presentation is related to planning in Principles of management.
It covers the following points:
Nature & Purpose of Planning
Decision Making
Objectives And Strategies
Planning Premises
Global Planning
This presentation is related to planning in Principles of management.
It covers the following points:
Nature & Purpose of Planning
Decision Making
Objectives And Strategies
Planning Premises
Global Planning
Nature and Process of Planning, Strategic Planning
Visit the Author's Site at http://wenmi01.tumblr.com
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CAPACITY PLANNING AND FACILITIES PLANNINGLibcorpio
OPERATIONS MANAGEMENT, CAPACITY PLANNING, FACILITIES PLANNING, STRATEGIC CAPACITY PLANNING, MEASUREMENT OF CAPACITY PLANNING, PROCESS OF CAPACITY PLANNING, HIERARCHY OF FACILITY PLANNING, OBJECTIVE OF FACILITY LAYOUT, DESIGN OF FACILITY LAYOUT, DESIGN LAYOUT TECHNIQUES, TYPES OF FACILITY LAYOUT, PROCESS LAYOUT, PRODUCT LAYOUT, COMBINATION LAYOUT, FIXED POSITION LAYOUT, GROUP LAYOUT, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
in this slideshow , the generally there are 10 planning of principle which make every planning more effective and every plan as efficient .it is the general and short points but in really this small principle are the backbone of every planning and make it successful
Nature and Process of Planning, Strategic Planning
Visit the Author's Site at http://wenmi01.tumblr.com
Other Site You might be interested in: http://www.mrfitandrich.com
project planning steps
steps of planning process
5 steps of planning process
the five step planning process
types of planning in management
steps in planning process pdf
5 step strategic planning process
examples of planning in management
examples of middle level managers
middle level manager definition
three types of planning
types of planning process
types of development planning
types of planning pdf
the five step planning process
project planning steps
financial planning steps
planning process pdf
planning and types of planning
types of planning in management
types of planning pdf
types of planning in business
what is planning process
four types of planning
process of planning in management
steps in business planning process
the five step planning process
planning process pdf
what is planning pdf
planning process definition
process planning in manufacturing
planning in the management process
steps in planning process
CAPACITY PLANNING AND FACILITIES PLANNINGLibcorpio
OPERATIONS MANAGEMENT, CAPACITY PLANNING, FACILITIES PLANNING, STRATEGIC CAPACITY PLANNING, MEASUREMENT OF CAPACITY PLANNING, PROCESS OF CAPACITY PLANNING, HIERARCHY OF FACILITY PLANNING, OBJECTIVE OF FACILITY LAYOUT, DESIGN OF FACILITY LAYOUT, DESIGN LAYOUT TECHNIQUES, TYPES OF FACILITY LAYOUT, PROCESS LAYOUT, PRODUCT LAYOUT, COMBINATION LAYOUT, FIXED POSITION LAYOUT, GROUP LAYOUT, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
in this slideshow , the generally there are 10 planning of principle which make every planning more effective and every plan as efficient .it is the general and short points but in really this small principle are the backbone of every planning and make it successful
Presentación coa que se introduciu o traballo sobre contos populares e países en conflito na clase de 4º de Primaria do CEP Brea Segade. Día da Paz 2012
this is about the different theories related to planning in management practices. useful for freshers to mgmt. studies and also may be for Entrepreneur
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Improving profitability for small businessBen Wann
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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3. Types of Plans Specify actions toachieve tactical plans(very short-term) OperationalPlans Steps for achieving strategic objectives(usually one year or less) TacticalPlans StrategicPlans Establish long-rangeobjectives
4. Types of Plans Mission / Purpose (Strategic Plans) The ‘reason for existence’ of an organization
5. Type of Plans Objectives/ Goals The end towards which activity of an organization is aimed, e.g. For a Business enterprise – profit, surplus creation; For an vocational NGO – to provide means of livelihood to maximum people in the area they are serving Strategies Determination of the long term objectives and adoption of a course of action Gives a frame work for linked action-plans, communicated systematically to guide thinking and actions.
6. Type of Plans Policies “Plans” that are general directional statements (or understandings) that guide/help in decision making: Repeat decisions taken ‘reflexively’; Delegation of tasks without loss of control Some discretion is permissible depending on circumstances thus encouraging initiative within limits and situational adjustments; Issues with “Policy” Seldom documented in writing Subject to interpretations
7. Type of Plans Procedures Plans that are chronological sequences of required actions: task-oriented in nature; Cuts across department boundaries (sub-systems) in an organization: e.g. attendance, applying for leave Procedures and policies are inter related: e.g. authorization for paid leave Rules Specific actions or non-actions allowing no discretion What is acceptable and what is not?
8. Type of Plans Programmes Action plans (mainly non-routine or for changed activities) including, task assignments, steps to be taken, resources to be deployed etc. to achieve a (new/renewed) goal; Primary program may require supporting programs, spreading across the enterprise; Perfect coordination between supporting & primary programs essential to avoid delays, unnecessary costs and expected roll-out. Programs are a complex of (sub)goals, policies, rules and other elements necessary for the course of action e.g. obtaining ISO certification.
9. Type of Plans Budgets A statement of expected results expressed in “Numerical terms” e.g. financial operating budget = “profit plan”; Budgets enforce precision in thinking: Making a budget is ‘planning’ by itself; Encourages innovation – a “different” way to work Budgets serve for ‘Control’: Enforces discipline in execution of plans; Instills cost consciousness; Makes people (constantly) plan!
10. Being aware of challenges/ opportunity Setting Goals/ Objectives Planning premises Identifying alternatives Market, Customer’s wants, Competition, Own strengths & weakness What to accomplish & when Internal & external Environment/conditions Formulating Supporting plans Budgeting (Quantifying Plans) Comparing & choosing an alternative e.g., Sales budget Operational Expense budget, Capital expenditure budget e.g., plan to buy New machines, recruit & train Employees, develop product etc Decision making Steps in Planning
11. Planning Period Short term plans e.g. raw material buying plan in a factory Long term plans e.g. product development plan, plant/production facility installation;
12. Steps in Planning Being aware of Opportunity Setting Goals/ Objectives Considering Market, Competition, Customer’s wants, Own strengths & weaknesses What to accomplish & when Objective = Important end towards which activities are directed; therefore needs verification at the end of the plan period.
13. Mission Overall Objectives & Key Result Areas Divisional Objectives Departmental Objectives Individual Objectives Hierarchy of Objectives Objectives set end results – they need to be supported by a hierarchy of sub-objectives, duly networked through the organization to avoid discord and wasted effort.
14. Hierarchy of Objectives The Organizational Objectives get trickled down into the objectives of : Divisions Departments Individual objectives; The ‘cascade’ principle: seamless flow Mutual support & interlocking of goals is essential Managers must ensure that the components of the network fit each other; Departments/divisions can be ‘blind-sided’
15. Planning Premises & Strategies Setting Goals/ Objectives Planning premises Identifying alternatives Comparing & choosing an alternative What to accomplish & when Decision making Internal & external environment Strategic Planning Process Strategy= determination of the purpose / the basic long-term objectives; the adoption of courses of action and allocation of resources required to achieve the aims.
16. Stakeholder Wishes & Shareholder demands Current External situation External Opportunity & Threat Forecast External situation Management Orientation Enterprise Profile Key success factors & Alternative Strategies Purpose & Major objectives of enterprise Current resource situation Internal Strengths & Weakness Strategic choice Planning Premises & Strategies The Strategic Planning Process
31. Organising Organising is the process of defining and grouping activities and establishing authority relationships among them to attain organizational objectives.
32. Importance of Organizing Plan implementation Assignment of authority, responsibility, and accountability Division of work Establish relationships among individuals, groups & departments Allocation and deployment of organizational resources
45. Identify Activities Production Delivery Selling Maintaining Personnel Training Accounting Advertising Recruitment Purchasing Compensating Budgeting Quality Control
46. Classify Activities in Departments MARKETING OPERATIONS FINANCE HUMAN RESOURCES >Selling >Advertising >Delivery >Production >Purchasing >Quality control >Accounting >Budgeting >Compensating >Recruitment >Training >Maintaining personnel
47. Purpose of the Structure Defines relationships between tasks and authority Defines formal reporting relationships, levels of hierarchy, span of control Defines individual departments Defines systems that affects the organization
48. Formal System Planned structure Lines of responsibility, authority, and position Establish patterned relationships among components Can be described through: Organizational Chart Policy Manual Departments
49. Informal System Based on needs, sentiments, and interests of people Vulnerable to expediency, manipulation and opportunism More subtle and invisible in the organizational chart Can be classified as: Horizontal = same department or same level Vertical = different levels Mixed = combination of both
50. Formal vs Informal Organizations Not formally planned Arise spontaneously as a result of interactions Not depicted in a chart Stressed by human relation theory Have planned structure Deliberate attempts to create patterned relationships Usually shown by a chart Advocated by traditional theory FORMAL INFORMAL