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
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
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process planning in manufacturing
planning in the management process
steps in planning process
This upload presents the Planning part in Principles of Management that includes nature & purpose of planning, types of planning, management by objectives, policies and planning premises, strategic management, planning tools and techniques, decision making steps
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
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
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
This upload presents the Planning part in Principles of Management that includes nature & purpose of planning, types of planning, management by objectives, policies and planning premises, strategic management, planning tools and techniques, decision making steps
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
Planning is as intellectual process of thinking resorted to decide a course of action which helps to achieve the pre-determined objectives of the organization in future
It can help to many student's or any people who are planning to build their own business. It can help them to improve their managerial or leadership skills in business.
UNIT - III: PLANNING AND CONTROL: Concept- Process and Types; Decision making
concept and process; Bounded rationality; Management by objectives; Corporate Planning;
Environment analysis and Diagnosis; Strategy Formulations; Managerial Control- Concept
and process - Designing an Effective Control System - Techniques - Traditional and Modern
(PERT and CPM).
Construction management is a professional service that uses specialized, project management techniques and software to oversee the planning, design, and construction of a project, from its beginning to its end.
Step on planning
Despite the fact that, as Shakespeare said, "the pen is mightier than the sword," the pen itself is not enough to make an effective writer. In fact, though we may all like to think of ourselves as the next Shakespeare, inspiration alone is not the key to effective essay writing. You see, the conventions of English essays are more formulaic than you might think – and, in many ways, it can be as simple as counting to five.
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General Essay Writing Tips
Despite the fact that, as Shakespeare said, "the pen is mightier than the sword," the pen itself is not enough to make an effective writer. In fact, though we may all like to think of ourselves as the next Shakespeare, inspiration alone is not the key to effective essay writing. You see, the conventions of English essays are more formulaic than you might think – and, in many ways, it can be as simple as counting to five.
Steps to Writing an Essay
Follow these 7 steps for the best results:
Read and understand the prompt: Know exactly what is being asked of you. It’s a good idea to dissect the prompt into parts.
Plan: Brainstorming and organizing your ideas will make your life much easier when you go to write your essay. It’s a good idea to make a web of your ideas and supporting details.
Use and cite sources: Do your research. Use quotes and paraphrase from your sources, but NEVER plagiarize.
Write a Draft: Ernest Hemingway once said, “The first draft of anything is always crap.” While the truth behind this statement is debatable, drafts are always a good place to get any of your “crappy” ideas out
Functions of management, Planning, Types of plan, Hierarchy of plans, Planning premises, types of plan, planning process, Organizing, Organisation structure, types of organisation structure, Principles of Organising, span of control, line and staff functions and conflicts, centralization, decentralization, delegation, staffing, manpower planning, recruitment, selection and placement, induction,training,directing, principles of direction, coordination, controlling.
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1. Planning
PLANNING is the process of deciding exactly what one
wants to accomplish and how to best go about it
-when done well, it creates a solid platform for further
managerial efforts at organizing and staffing-allocating and
arranging resources to accomplish essential tasks;
directing-guiding the efforts of human resources to ensure
high levels of task accomplishment; and controlling-
monitoring task accomplishments and taking necessary
corrective action
3/14/2016 1
2. Foundations of Planning
• Planning is one of the four functions of
management.
• Planning involves defining the organization’s
goals, establishing an overall strategy for
achieving these goals, and developing plans
for organizational work activities.
3/14/2016 2
3. Purposes of Planning
Planning serves a number of significant
purposes.
1. Planning gives direction to managers and non-
managers of an organization.
2. Planning reduces uncertainty.
3. Planning minimizes waste and uncertainty.
4. Planning establishes goals or standards used
in controlling.
3/14/2016 3
4. Planning Process
Step 1: DEFINE YOUR OBJECTIVES – identify the
desired outcomes in every specific ways. Know
where you want to go; be specific enough that you
will know you have arrived when you get there.
Step 2:DETERMINE WHETHER YOU STAND VIS-À-VIS
OBJECTIVES – evaluate current accomplishments
relative to the desired results. Know where you
stand in reaching the objectives; know what
strengths to work in your favor and weakenesses
may hold you back
3/14/2016 4
5. Step 3: Develop premises regarding future
conditions – try to anticipate the future events.
Generate alternative scenarios for what may
happen
Step 4: Analyze possible action alternatives, choose
the best among them, and decide how to
implement – list and evaluate the possible actions
that may be taken
Step 5: Implement the plan and evaluate results –
take action and carefully measure your progress
toward objectives.
3/14/2016 5
6. Planning and Performance
Although organizations that use formal planning
do not always outperform those that do not
plan, most studies show positive relationships
between planning and performance.
Studies have shown that when formal planning
has not led to higher performance, the external
environment is often the reason.
3/14/2016 6
7. The Role of Goals and Plans in Planning
• Planning is often called the primary management function
because it establishes the basis for all other functions.
Planning involves two important elements: goals and plans.
• Goals (often called objectives) are desired outcomes for
individuals, groups, or entire organizations.
• Types of goals
a. Financial goals versus strategic goals
• Financial goals related to the financial performance of the organization
• strategic goals are related to other areas of an organizations
performance.
b. Stated goals versus real goals
• Stated goals are official statements of what an organization says and
what it wants its various stakeholders to believe its goals are.
• Real goals are those that an organization actually pursues, as defined by
the actions of its members.
3/14/2016 7
8. Types of Plans
Plans can be described by their RANGE, TIME FRAME, SPECIFICITY, and FREQUENCY OF USE
On the basis of Range plans can be Strategic or operational plans.
Strategic plans (long-term plans) are plans that apply to the entire organization,
establish the organization’s overall goals, and seek to position the organization in
terms of its environment.
Operational plans (short-term plans) are plans that specify the details of how the
overall goals are to be achieved.
On the basis of Time frame plans can be Short-term or long-term plans.
Short-term plans are plans that cover one year or less.
Long-term plans are plans with a time frame beyond three years.
On the basis of Specificity plans can be Specific or directional plans.
Specific plans are plans that are clearly defined and leave no room for interpretation.
Directional plans are flexible plans that set out general guidelines.
On the basis of Frequency of use plans can be Single-use or standing plans.
single-use plan is a one-time plan specifically designed to meet the needs of a unique
situation.
Standing plans are on going plans that provide guidance for activities performed
repeatedly.3/14/2016 8
9. Indicators of Poor Planning
1. Delivery dates not met
2. Machines idle
3. Materials wasted
4. Some machines doing jobs that should be done by
smaller machines
5. Some men overworked, other men under worked
6. Skilled workers doing unskilled work
7. Men fumbling on jobs for which they have not been
trained
8. Quarrelling, bickering, buck-passing and confusion
3/14/2016 9
10. Qualities that a good planner must have:
1. Good judgement, imagination, foresight and
experience
2. Ability to evaluate business opportunities
and hazards
3. Proficiency in the determination of objectives
4. Ability to accept changes
3/14/2016 10
11. Organizing
3/14/2016 11
• is the process of arranging people and other
resources to work together to accomplish a
goal.
• it involves both creating a division of labor for
tasks to be performed and then coordinating
results to achieved a common purpose.
14. Benefits of Organizing
1. Division of work that avoids duplication,
conflict, and misuse of resources, both
material and human.
2. Clarity of individual performance expectation
and specialized tasks.
3. A logical flow of work activities that can be
comfortably performed by individuals or
groups.
3/14/2016 14
15. continuations
4. Established channels of communication that
enhance decision making and control.
5. Coordinating mechanisms that ensure
harmony among organization members engaged
in diversified activities.
6. Focus efforts that relate to objectives logically
and efficiently.
7. Appropriate authority structures with
accountability to enhance planning and
controlling throughout the organization.
3/14/2016 15
16. • The way in which the various parts of an
organization are formally arranged is usually
referred to as the organization structure. This
is the system of tasks, workflows, reporting
relationships and communication channels
that link together the work of diverse
individuals and group.
3/14/2016 16
17. • Restructuring. This term refers to the process
of changing an organization’s structure that
meets the needs of all circumstances.
3/14/2016 17
18. • Typical organization chart identifies various
positions and job titles as well as the lines of
authority and communication between them.
• Formal structure, it represents the way the
organization is intended to function; a
structure wherein individuals work in
cooperation with one another in the pursuit of
company goals and objectives.
3/14/2016 18
19. What You Can Learn From An
Organizational Chart
• The division of work
• Supervisory Relationships
• Communication channel
• Major Sub-units
• Levels of Management
3/14/2016 19
20. What are the major types of
organization structures?
3/14/2016 20
21. Traditional Organization Structures
• Functional structures, people with similar skills who
perform similar activities work together under a
common manager.
Major advantages of a functional structure include the
following:
• Task assignments consistent with expertise and training
• High-quality technical problem solving
• In-depth training and skill development within
functions
• Clear career paths within functions
3/14/2016 21
22. • Divisional structure, people who work on a
similar product, work in the same
geographical region, serve the same
customers, or participate in the same work
processes are grouped together under
common managers.
3/14/2016 22
23. The potential advantages of divisional structures
include the following:
• more flexibility in responding to environment
changes
• Clear points of responsibility for product or
services delivery
• Expertise focused on specific customers,
products, and regions
• Greater ease in changing size by adding or
deleting divisions.
3/14/2016 23
24. • Product Structure group together jobs and
activities working on a single product or
service. They clearly identify costs, profits,
problems, and successes with a central point
of accountability.
3/14/2016 24
25. Geographical Structure
• Geographical Structure, area structure , group
together jobs and activities being performed
in the same location or geographical region.
• Used when there is a need to differentiate
products or services in various locations, such
as different regions of a country.
3/14/2016 25
26. • Customer Structure group together jobs and
activities that are serving the same customers
or clients.
• Business firms use them to give separate
customer attention to industrial firms and
consumers. Banks use them to give separate
attention to consumer and commercial
customers for loans.
3/14/2016 26
27. • Process structure is a group of task related to
one another that collectively create something of
value to a customer.
• Other fulfilment when you telephone catalog
retailer and request a particular item.
• Process of order fulfilment takes the order form
from point of initiation to point of fulfilment.
• Together jobs and activities that are part of the
same processes.
3/14/2016 27
28. Centralization
• It is the systematic and consistent reservation
of authority at central point within the
organization
• Denotes that the majority of the decisions
having to do with the work being performed
are not made by those doing the work but at a
point higher in the organization.
3/14/2016 28
29. Decentralization
• Refers to the systematic effort to delegate to
the lowest levels all authority except that
which can only be exercised at central points.
• It proceeds at a different rate to different
levels and for different functions within the
same company.
3/14/2016 29
30. Staffing
• Staffing is the process of recruitment, selecting
and training of men.
• Means putting the right men on the job.
• Its involves finding the right people, with the right
skills, abilities, and fit, who may be hired or
already working for the company or may be
working for competing companies.
• Staffing is the process of supplying the
organization with needed people to achieve the
purposes for which it has been established.
3/14/2016 30
31. The Three Parts of Staffing
• Staffing can be divided into three major parts,
each consisting of a number of important
activities.
1. Planning,
2. Execution, and
3. Maintenance
3/14/2016 31
32. Planning
• It has to be aided by certain analytical studies
and guided by set of policies, procedures,
regulations, and standards.
• Main products of this stage are human
resource policies and program plans.
• Planning involves human resource forecasting,
job analysis, and policies and programs
formulation.
3/14/2016 32
33. Execution
• Implementation or administration of all
policies and programs directly related to
acquisition and development of personnel will
be the focus of execution. Included in this
group are recruitment, selection, placement,
training, and development.
3/14/2016 33
34. Maintenance
• Phase that involves activities that serve as
mechanisms that will help sustain the overall
staffing efforts by providing the manager with a
continuous supply of information gathered from
the execution activities.
• Research or monitoring, which gathers data from
the program, and evaluation, which analyses the
effects of these programs, is the basic
components of maintenance, are human
resource accounting, performance appraisal
system, and program evaluation.
3/14/2016 34
35. Human Resource Planning
• Is a process of analysing an organization’s
human resource needs under changing
conditions and developing the activities
necessary to satisfy needs.
3/14/2016 35
36. Job Analysis
• Job Analysis is a study of what is required to
do a job satisfactory. Determines what major
work-connected behaviours and traits,
responsibilities, capabilities, experiences, the
like are needed to perform a job.
• Helps you find out what kinds of people could
do the job.
3/14/2016 36
37. Information Flow from Job Analysis to
other Staffing-related Activities
• Job Description: What the job entails
• Job Specifications: What kind of person
• Information Used In
• Other Staffing Activities
3/14/2016 37
38. Kinds of Human Resource Programs
1. Recruitment and Selection
2. Placement/deployment
3. Skills and manpower development
4. Management development
5. Performance appraisal
6. Rewards and benefits
7. Labor or industrial relation
3/14/2016 38
42. Management Development
• The target of this program are the managers
and would be managers being groomed for
higher responsibilities. It combines formal
training, practical work experience, and other
educational processes.
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43. Ways to Carry Out a Management
Development Program
1. Succession Planning
the employer or its authorized personnel
plans out how people in the company will move in
various positions over time. Plan is periodically
reviewed to determine who are occupying what
position and to asses who are due for promotion,
retirement, transfer, separation, replacement, or
whatever employee movement.
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44. 2. Career planning and development
career planning and development provides
assistance and opportunities for employees to
arrive and achieve realistic career goals.
3. Mentoring
individual to be developed is assigned a
mentor, person of high position in the organization
who will serve a mixture of roles such as an advisor-
coach, consultant, “Godfather”, supporter,
sympathizer, and master to teacher to the person to
be developed.
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45. 5. Assistant to Position
creation of “an assistant to” managers and
executives is one of the common approaches to
develop an individual with managerial
potentials. Serves as a staff to the superior who
may have handpicked or selected him out of the
many who showed in many instances the
prospect of becoming an upcoming manager.
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46. Continuations
Direct exposure to the many managerial
circumstances of the superior provides the
“assistant to” a wealth of insights into the
executive/managerial world which will prove
useful when it will be his time to manage.
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