The document discusses the key aspects of planning including defining it as selecting missions, objectives and actions to achieve them. It requires decision making by choosing among alternative future courses of action. Planning provides a rational approach to preselected objectives. The levels of planning include strategic, tactical, and operational. Forecasting is also an important part of planning to predict future needs. Qualities of a good plan include providing a workable solution that meets objectives while minimizing risks. Types of plans discussed are standing plans, single use plans, and day-to-day planning.

1. PRESENTED BY:
SURABHI PARASHAR (1924)
YUVNIKA SOGANI (1939)
TRYAMBAK (1930)

2. PLANNING
P L A N N I N G I N V O LV E S S E L E C T I N G
MISSIONS AND OBJECTIVES AND THE
ACTIONS TO ACHIEVE THEM;
I T R E Q U I R E S D E C I S I O N M A K I N G T H AT I S
C H O O S I N G F R O M A M O N G A LT E R N AT I V E
FUTURE COURSE OF ACTION. PLAN
T H U S P R O V I D E S A R AT I O N A L A P P R O A C H
TO PRESELECTED OBJECTIVES.
P L A N N I N G A L S O S T R O N G LY I M P L I E S
MANAGERIAL
I N N O VAT I O N S .

3. LEVELS OF GOALS/PLANS

4. NATURE
 Planning is a vital and crucial part of an
organization.
 Intellectual process.
 Planning contributes to the objectives.
 Planning is a selective process.
 Planning pervades all managerial
activities.
 Planning is a continuous process.
 Planning facilitates decision making.

5. THE NATURE OF PLANNING
 Planning: looking ahead to chart
the best courses of future action.
 Strategic planning: Long range
planning to set organizational
goals, objectives, and policies to
determine strategies, tactics, and
programs for achieving them.
Top management makes strategic
plans.
Middle Management makes annual
plans (to implement the above).
For supervisors the planning period is
usually a week, day, or shift ( to deal
with daily work).
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6. PURPOSE OF PLANNING
 To minimize risk by reducing the
uncertainties surrounding
business conditions and clarifying
consequences.
 To increase the degree of
organizational success.
 To facilitate the accomplishment
of organizational objectives.

7. THE PLANNING PROCESS
 Define the purpose or problem
and set objectives
 Collect and evaluate data
relevant to forecasting the
future (focus on the present)
 Develop alternative courses of
action
 Decide on the best course of
action
 Carry out the plan
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8. FORECASTING
 Forecasting:
Predicting future
needs on the basis of
historical data,
present conditions,
and assured future.
 Forecasting controls
staffing, purchasing,
and production
decisions.
 Forecasting is a very
important function! 8

9. THE RISK FACTOR
 You reduce risk when you collect
relevant data and apply it to your
forecast.
 In some foodservices the degree
of certainty about tomorrow is
high.
 Contingency Plan: Reduce risk by
having a alternate plan in reserve.
 Keeping records can reduce the
risks for repetitive situations.
 Consulting with people that have
more experience also can help to
reduce risk. 9

10. QUALITIES OF A GOOD PLAN
 Provides a workable
solution and meets the
stated objectives.
 Is comprehensive; it
raises all relevant
questions and answers
them.
 Minimizes the degree of
risks.
 Is specific as to time,
place, supplies, tools, etc.
 Is flexible (can be adapted
10
to a change in the

11. TYPES OF PLANS AND PLANNING
 Standing Plan: established routine,
formula, or set of procedures
designed to be used in a
reoccurring situation.
 They standardize actions so the
supervisors need to manage is
reduced to seeing that workers
meet standards and dealing with
unexpected events known as
management by exception.
 Potential drawback: Rigidity, must
make them flexible enough to deal
with daily realities.
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 These plans must be updated

12. TYPES OF PLANNING

13. THE SINGLE USE PLAN
 A one time plan developed
for a single occasion or
purpose.
 The amount of time you
spend on it depends on its
nature and importance.
 Often its purpose is a major
change of some sort or
budgets.
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14. DAY-BY-DAY PLANNING
 Top priority of the first
line supervisor.
 Primary concern is what
is to be done, who will be
doing it, and adjusting
various standing plans.
 Plan before the day
begins.
 Establish routines
simplify planning.
 Whenever possible
reduce risks by 14

15. PLANNING YOUR OWN TIME
 Track your present time
use, and analyze your
use of time.
 Get rid of activities that
waste your time
(socializing, poor
organization,
procrastination, etc.).
 Set priorities.
 Initiate long-range
solutions.
 Set aside regular periods
of time without
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interruption for

16. • Planning Still
Starts and Stops at
the Top
• Start with a
Strong Mission
Six • Set Stretch Goals
• Create an
Rules of Environment that
Encourages
Planning Learning
• Design New Roles
for Planning Staff
• Use Temporary
Task Forces

17. ORGANIZATIONAL
GOALS
Organisational goals explain how an
organisation intends to go about
achieving its mission.
Organizational purpose is

18. GOALS
Strategic Goals
Where the organization wants to be in the
future.
Pertain to the organization as a whole.
Tactical goals
Goals that define the outcomes that major
divisions and departments must achieve.

19. CONTINUED…
Operational goals
Specific, measurable results expected
from departments, work groups, and
individuals.

20. PETER DRUCKER’S EIGHT CONTENT
AREAS IN DEVELOPING GOALS
Marketing.
Innovation.
Productivity.
Physical and financial resources.
Profitability.
Managerial performance and
development.
Worker performance and attitude.
Public responsibility.