Diploma in Electrical engineering Sub:- Management

1. Planning and Organizing at
Supervisory Level
GUIDED BY NAME OF GROUP MEMBERS :
MR. J.M.SHAIKH 1.RITESH NARKAR
2.HARSHAD MANE
3.AVADHOOT BAPAT

2. Introduction
 Planning is deciding in advance what to do and how to do. It is one of the basic
managerial functions. Before doing something, the manager must formulate an idea of
how to work on a particular task. Thus, planning is closely connected with creativity and
innovation. But the manager would first have to set objectives, only then will a manager
know where he has to go. Planning seeks to bridge the gap between where we are and
where we want to go.
 Managers at all levels do planning. It requires taking decisions since it involves making a
choice from alternative courses of action. Thus, planning involves setting objectives and
to achieve these objectives developing appropriate courses of action. Objectives provide
direction for all managerial decisions and actions.

3. Importance of planning
 What is Planning : Planning is definitely significant as it directs us where to go, it furnishes
direction and decreases the danger of risk by making predictions. The significant advantages
of planning are provided below:
 Planning provides directions: Planning assures that the objectives are certainly asserted so
that they serve as a model for determining what action should be taken and in which
direction. If objects are well established, employees are informed of what the company has
to do and what they need do to accomplish those purposes.
 Planning decreases the chances of risk: Planning is an activity which permits a manager to
look forward and predict changes. By determining in prior the tasks to be completed,
planning notes the way to deal with changes and unpredictable effects.
 Planning decreases overlapping and wasteful activities: Planning works as the foundation of
organising the activities and purposes of distinct branches, departments, and people. It
assists in avoiding chaos and confusion.

4.  Planning decreases overlapping and wasteful activities: Planning works as the
foundation of organising the activities and purposes of distinct branches, departments,
and people. It assists in avoiding chaos and confusion. Since planning guarantees
precision in understanding and action, work is conducted on easily without delays.
 Planning encourages innovative ideas: Since it is the primary function of management,
new approaches can take the form of actual plans. It is the most challenging project for
the management as it leads all planned actions pointing to growth and of the business.
 Planning aids decision making: It encourages the manager to look into the future and
make a decision from amongst several alternative plans of action. The manager has to
assess each option and pick the most viable plan.

5. Some significant planning terms
 Vision: Nonspecific directional and motivational guidance for the entire organization. Top
managers normally provide a vision for the business.
 Mission: An organization's reason for being. It is concerned with scope of the business
and what distinguishes this business from similar businesses.
 Objectives: Ideas that refine the mission and address key issues within the organization
such as market standing, innovation, productivity, physical and financial resources,
profitability, management, and worker performance and efficiency.
 Goals: Specific statements of anticipated results that further define the organization's
objectives. They are expected to be SMART Specific, Measurable, Attainable, Rewarding
and Timed.
 Tactics: Who, what, when, where and how activities will take place to accomplish a goal.

6. Features of Planning

7. Hierarchy of Plans
1) Mission and Purpose
2) Objectives
3) Strategies
4) Policies
5) Procedures
6) Methods
7) Rules
8) Program
9) Budgets

8. Planning at supervisor level

9. Types of plans
1) Operational plans
2) Tactical plans
3) Strategic plans
4) Contingency plans

10. ●Scope of plans for supervisor
 Supervisors make short-term planning which can involve scheduling daily
activities, raw material, completing production targets purchasing etc.
 Supervisors look into work of his subordinates. He takes care of work flow.
 Supervisors look after Subordinates report to him about their work.
 Supervisors are internally focused in planning. They manage groups of
employees. Their duties are focused on internal operations.
 Supervisor plans the budget related to manpower, overhead, raw

11. Planning Process
 Determine your strategic position.
 Prioritize your objectives.
 Develop a strategic plan.
 Execute and manage your plan.
 Review and revise the plan.

12. Types of Planning

13. Purpose of Planning
Planning is the process of setting objectives for a given period and
formulating various courses of action to achieve them and
selecting the best possible alternatives from the various courses of
action available there. According to this application, planning is a
choice-making activity because it involves setting up objectives
and deciding the appropriate course of action to achieve the
objective. It must be remembered that plans are always developed
for a given period.

14. Introduction to budget
The budget is the plan which intends to figure out expected operations revenue
and expenses of an organization for a future time period. In other words, for a
business entity budgeting is the process of preparing detailed statement of
financial results that are projected for a certain period of time. Budgeting is to
estimate the future while taking the management inputs considering internal
and external factors of the organization.

15. Types of budget

16. Effective delegation
 A supervisor alone cannot perform all the tasks assigned to him. To
complete the targets, the supervisor should delegate authority.
 Delegation means division of authority and powers downwards to
the subordinate.
 Delegation is sub-allocation of powers to the subordinates in order
to achieve efficiency in getting results.
 Delegation is a process in which the authority and powers are
divided and shared.

17. Advantages of delegation
 It reduces the workload due to division of work and allocate it
to sub-ordinates.
 It leads to effectiveness in work due to reduced work load.
 It gives chance to the subordinates to explore their abilities and
skill.
 It leads to the job satisfaction.
 It brings stability and soundness in the relationship between
superior and subordinates.

18. Why people work ?
 Salary: It is the financial reward given to the worker for doing assigned
work using own skills. In addition to salary the rewards like bonus,
overtime allowance, honorarium etc. can be offered in addition to
salary to motivate the workers.
 Security: Job security is another aspect for motivating people. Stable
job and good work environment can create feeling of job security
among workers.

19.  Satisfaction: Satisfaction means fulfilment of one's wishes,
expectations, or needs. The job satisfaction can lead to growth and
development of individual as well as an organization
 Status: Status is the consideration which makes person to feel
proud and wanting to do more in better way. It is social or
professional position. It also indicates position of holding certain
authority to do work of certain level assigned to him.

20. Man needs
According to Abraham Maslow, individuals are motivated by unsatisfied needs. As
each of these needs is significantly satisfied, it drives and forces the next need to
emerge. Maslow broken down the man need hierarchy into five specific areas i.e.
1. Physiological Needs
2. Safety Needs
3. Social needs or belonging needs
4. Social esteem Needs
5. Self-actualization Need

21. Types of groups
1) Formal groups.
2) Informal groups.

22. Formal Groups:
 It is approved small sub unit of organization.
 It is generally formed for carrying out a specific work to achieve
predetermined goal of the organization.
 Formal groups are based on specialization of workers and
similarity of skill sets in that specialized group.
 Formal groups are formed for carrying out more or less
homogeneous works like reproducing same job in workshop,
resolving customer complaint in call center etc.

23. Informal Groups:
 Informal groups are formed within a formal organizational structure.
Informal groups are created due to socio-psychological forces exists at
the workplace.
 The like-minded people or person with same attitude or personality
can form such groups. These groups are not related to the work. So,
the constructive use of informal groups may benefit an organization.

24. Importance of Organizing
i. It establishes pattern of relationship by giving duties and
responsibilities to the individual and groups.
ii. It helps to achieve organizational goal by facilitating good
administration.
iii. It helps for optimum use of resources like man, machinery &
material
iv. It provides adequate communication.

25. Process of Organizing
 Identification of activities
 Grouping of activities
 Assignment of responsibilities
 Granting authority
 Establishing relationship

26. Principles of Organization
 Principle of division of work.
 Principle of specialization.
 Principle of delegation/authority/responsibility.
 Principle of span of control.
 Principle of unity of command.
 Principle of unity of direction.
 Principle of balance.
 Principle of co-ordination.
 Principle of exception.

27. Purpose of Organization
 Organization means a form of human association for the
attainment of common objectives. An industrial
organization denotes a type of association ship of
persons in relationship to some economic activities.
Obviously, the better the organization the fuller would be
the achievement of common objectives. Organization is
essential for the following purposes

28. Organization Structure
 An organization structure shows the authority and responsibility
relationship between the positions of the organization by showing
who reports to whom. Organizing creates and maintains rational
relationships between human, material, financial, and information
resources by indicating which resources are to be used for the
specified activities

29. Role of supervisors while organizing of
physical resources
 Supervisors have the right to give orders i.e. authority. They are also liable to
accept
 responsibility for whether the work is done correctly. The status of work
done shall
 be communicated to higher level of management.
 Supervisors are responsible for exacting discipline among workers.
 Supervisors are also responsible for building morale among workers.

30.  It is also necessary that all individuals including managers and supervisors
must have their personal interests as last priority.
 Workers shall be paid according to their quality of work instead of favoring
selected
 people of supervisor/managers choice.
 Orders/instructions shall flow down through chain of command i.e. from
the higher manager to the supervisor. Formal communications and
complaints are to move upward in the same channel.
 Employees are to be treated equally and fairly.
 Supervisors shall encourage initiative among workers.

31. Technology
 Technology : It enables transformation of organizational
inputs into outputs and it is an important determinant of
the internal efficiency of the organization. Technology
includes technical equipment for manufacturing,
knowledge and ability for using the equipment, and
working activity necessary for the transformation
process.

32. Strategy
 Starting from its internal potentials, chances and threats
of environment, the organization designs its strategy for
the realization of the objectives.
 The concept of organization structure as a consequence
of the adopted strategy has evolved in the sense that the
relationship between strategy and structure is that of
reciprocity, which means that the organization structure
also influences the strategy

33. Forms of aggregating
 The essence of aggregating in the process of
organizational structuring is a result of the need to
control, coordinate, and communicate, which implies
linkages on vertical and horizontal bases. Vertical
aggregating is suitable for large organizations, with a long
hierarchical chain, as well as for organizations with stable
and simple environment and routine technology.

34. Staffing
 Staffing is the 3rd function of management, For your information,
Managerial functions are Planning, Organizing, Staffing, Directing
(Leading), and Controlling
 Staffing is a continuous activity that involved recruiting, selecting,
promoting, and transfer of the right person to fill in a vacant
position in the organization. It implies putting the right person at
the right work at the right time.
 Human resource departments or HR managers are always
brainstorming about forming the manpower requirement,
employee retention, recruitment process, selection, training, and
pay of prospective employees of the company.

35. Importance of Staffing
 Finding proper resources: Staffing performs a very important role of finding the best
resource necessary for conducting the day-to-day operations of the business.
 Facilitates control: An organisation where the staff is well trained in their respective
jobs will result in better control and also better performance for the organization.
 Improved performance: Since the staffing process is all about selection of the right
person for the right position, it greatly impacts the business performance by reducing
the turnaround time.
 Provides motivation: By recognizing the talent of the employee various financial and
non-financial incentives can be provided by management. It will keep the employee
motivated to provide the best effort towards the improvement of organizational
performance.

36. Recruitment
 Recruitment refers to the process of identifying, attracting,
interviewing, selecting, hiring and on boarding employees. In
other words, it involves everything from the identification of a
staffing need to filling it.Depending on the size of an organization,
recruitment is the responsibility of a range of workers. Larger
organizations may have entire teams of recruiters, while others
only a single recruiter.

37. Components of matching process
 1.Knowledge: The person must look for the depth of knowledge gain by
full time or part time education, knowledge gained while working, social
activities, leisure activities, by observation etc. It will help to determine
activeness and initiative taking ability an individual.
 2. Skill: The knowledge gained may be general or specific with respect to
any job. The skills are related to a job or category of the job. technical skill
set possessed by person

38.  3. Experience: Experience is gaining of knowledge about working of any
method or process which have already done repeatedly or at least once
before. Based on the experience from prior knowledge one can take right
judgement/decision in regard to certain problem.
 4. Personality: We must consider aspect of personality along with
knowledge, skills and experience. It will determine how the particular person
behaves in different situations. The personality of worker must be judged on
the basis of degree to which the workers attitudes, values, ethics, and
grooming fit those required by the job position.

39. THANK YOU