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1. Submitted to – Nazreen MamSubmitted to – Nazreen Mam
Presented by – Arpit
Dahre..

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3. CONTENTS
What is planning
Key term used in planning
How do managers plan
 SWOT Analysis
External analysis
Internal analysis
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4. CONTENTSCONTENTS
 What is controlling
 What is controlling process
 Step 1
 Step 2
 Step 3
 Step 4
 CONCLUSION
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Planning is a process of…
setting objectives
and…
determining how to accomplish
them.

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7. Key Terms used in PlanningKey Terms used in Planning
 Goals
 Objectives
 Strategies
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8. How do managers plan?
Steps in the planning process
Establish a goal or set of goals.
What the org. wants or needs.
Define the present situation.
How far the org. from its goals. Available resources ?
Identify the aids and barriers to the goals.
What factors in the internal and external environments can
help the org. reach its goals. Or, factors which might create
problems ?
Develop a plan or set of actions for reaching the
goal(s): Strategic Plan and Operational Plan
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9. SWOT AnalysisSWOT Analysis
The combined internal and external strategic analysis
is referred to as a SWOT analysis.
Strengths
Weaknesses
Opportunities
Threats
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10. External Analysis
Purpose of External Analysis
To identify aspects of the external environment that
represent either an opportunity for or a threat to the
organization.
Opportunities:
 Those environmental trends on which the
organization can capitalize and improve its
competitive position.
Threats
 Conditions that jeopardize the organization’s ability
to prosper and its competitive position in the long
term. 10

11. Internal Analysis
Purpose of Internal Analysis
To identify the assets, resources, skills, and
processes that represent either strengths or
weaknesses for the organization.
Strengths
 Aspects of the organization’s operations that
represent potential competitive advantages or
distinctive competencies.
Weaknesses
 Areas that are in need of improvement.
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CONTROLLINGCONTROLLING

13. What is the control
Controlling
The process of measuring performance and taking
action to ensure desired results.
Has a positive and necessary role in the management
process.
Ensures that the right things happen, in the right way,
at the right time.
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14. What is the control process?
Steps in the control process
Step 1—establish objectives and standards
Step 2—measure actual performance
Step 3—compare results with objectives and standards
Step 4—take corrective action as needed
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Figure 8-4 Four steps in management control.
Schermerhorn/Management, 7e
Chapter 8, Figure 07-04

16. What is the control process?
Step 1—establishing objectives and standards
Output standards
 Measure performance results in terms of quantity, quality,
cost, or time.
Input standards
 Measure effort in terms of amount of work expended in task
performance.
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17. What is the control process?
Step 2—measuring actual performance
Goal is accurate measurement of actual results on
output and/or input standards.
Effective control requires measurement.
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18. What is the control process?
Step 3—comparing results with objectives and
standards
Control equation
Need for action reflects the difference between
desired performance and actual performance
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19. What is the control process?
Step 3—comparing results with objectives and
standards
Methods of comparing desired and actual
performance
Historical comparison
Relative comparison
Engineering comparison
Benchmarking using different comparison methods
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20. What is the control process?
Step 4—taking corrective action
Taking action when a discrepancy exists between
desired and actual performance.
Management by exception
 Giving priority attention to situations showing the greatest
need for action.
 Types of exceptions
 Problem situation
 Opportunity situation
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21. What is the control process?
Concurrent controls …
Focus on what happens during work process.
Monitor ongoing operations to make sure they are
being done according to plan.
Can reduce waste in unacceptable finished products or
services.
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22. What is the control process?
Feedback controls …
Take place after work is completed.
Focus on quality of end results.
Provide useful information for improving future
operations.
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23. CONCLUSIONCONCLUSION
Planning and controlling are two separatePlanning and controlling are two separate
fuctions of management, yet they are closelyfuctions of management, yet they are closely
related. The scope of activities if both arerelated. The scope of activities if both are
overlapping to each other. Without the basis ofoverlapping to each other. Without the basis of
planning, controlling activities becomes baselessplanning, controlling activities becomes baseless
and without controlling, planning becomes aand without controlling, planning becomes a
meaningless exercise. In absense of controlling,meaningless exercise. In absense of controlling,
no purpose can be served by. Therefore, planningno purpose can be served by. Therefore, planning
and controlling reinforce each other.and controlling reinforce each other.
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THANK YOU…!!THANK YOU…!!