Specific or Routine planning 5. Reduces uncertainity and risk 3. Provides sense of direction 4. Helps in coordination 6. Guides decision making 7. Provides a basis for decentralization 8. Provides efficiency in operation 9. Facilitates control Features of a good plan 1. Based on clearly defined objectives 2.
Simple, easily understandable 3. Flexible or adaptable to changing conditions 4. It should be economical 7.
It should be practicable 8. Prepared with the consultation of concerned persons 9. Should be clear, specific and logical Should be capable of being controlled 25 Types of Planning Time limit 1. Long term plans Above 5 yrs 2. Medium term plans Between 2 to 5 Yrs 3. Short term plans Less than 2 yrs Planning can be classified as — 1. Corporate Planning 2. Divisional Planning 3. Strategic Planning S. No Strategic Planning Operational Planning 1 Lays down major goals and Policies of the Organisation Decides the use of resources in day to day operations 2 Done at higher levels of Management Done at lower level of Management 3 Long term in nature Short term in nature 4 Broad and general Detailed and specific 5 Based on long term forecast and appraisal of Environment Based on past experience Obstacles of Effective Planning 1.
Inadequate inputs 2. Lack of ability 3. Sudden emergencies 4. Need for creativity 5. Resistance to Change Ways to Overcome the Obstacles 1. Clear cut Objectives 2. Develop a sound Management Information System 3. Create carefully planning premises 4. Develop a dynamic outlook away manages 5. Undertake a cost benefit analysis of all plans 26 Setting preliminary Objectives 2. Clarifying Organisational roles 3. Setting subordinates Objectives 4.
Recycling Objectives How to set Objectives 1. Setting Objectives in Govt 3. They include assumptions or forecast of the future and known conditions tht will affect the operations of plans.
Eg as prevailing policies and existing company plans that control the basic nature of supporting plans. Premises guide planning. Planning Premises Classification 1. Ranbaxy laboratories — to become a research based international pharma company. Significant influence over decision making process in an organization. Tangible and Intangible premises Tangible — those which can be quantified.
Eg — Money, Units of Production, etc Intangible Premises — refers to the qualitative factors like Public relations, company reputation, Employee morale, etc.
Controllable and Uncontrollable Factors Controllable — entirely within the control and realm of management Eg- Policies, programmes, rules of the enterprises 32 Uncontrollable Factors — Enterprises has absolutely no control are uncontrollable premises. Eg — War, natural calamities, new invention, population trends. Effective premises 1. Selection of premises which bear materially on the programs 2.
Development of alternative premises for contingency planning 3. Verification of the consistency of premises 4. Communication of the premises. Weaknesses in areas shown in the box of strength. External Opportunities O Consider risk also. Potentially the most successful strategy, utilizing the Organisation strength to take advantage of opportunities WO Strategy Mini — Maxi Eg.
Retrenchment, Liquidation , Joint venture. Time series Analysis — involves decomposition of historical series into its various components. Viz — trend, seasonal variations, cyclical variations and random variations. A trend can be known over the period of time and projections can be made about future. Historical Analogy — past history records 3. Correlation — to find the relationship between two variables. Between advertising expenditure and sales volume, Future sales estimated on basis of change in adv expenditure 4.
Regression — To measure the relationship between two variables. To find the relative movements of two or more interrelated series. Delphi Technique — the minds of the experts in the concerned areas are probed systematically.
No Planning Forecasting 1 Planning is more comprehensive, it involves many sub processes and elements in order to arrive at decision Forecasting is the estimate of future events and provides parameters to the planning 2 Requires several decision making Forecasting does not involve decision making 3 For planning top management level is involved Forecasting is usually carried by middle or lower level management 4 Commitment of action is the basic motive of planning Forecasting does not require any commitment but helps planning for future actions 35 Decision Making - is the process of choosing a course of action from available alternatives - Def.
Organizational and Personal Decisions 2. Routine and Strategic Decisions 3. Programmed and Non programmed Decision 4. Policy and Operating Decision 5. Individual and Group decision Decision making Process 1. Defining the problem 2. Analysing the problem 3. Developing alternative solutions 4. Evaluating the Alternatives 5.
Selecting the best alternatives 6. Implementing the decision Factors involved in Decision Making 1. Tangible Factors - things which can be measured, Fixed cost, operating cost, profits, machine, etc 2. Intangible factors — Unmeasurable elements. Employee morale, quality of labour relations, Consumer behaviour, etc.
Indecisiveness 2. Time pressure 3. Lack of Information 36 Failure to evaluate correctly 6. Lack of follow through Key to success in Decision Making 1. Be problem oriented not just solution oriented 2. Set decision making goals 3. Always check the accuracy of the information 4.
Be flexible 6. Gain commitment for decision at an early stage 7. Evaluate and follow up the decision 37 Process of organizing - the manager differentiates and intergrates the activities of his Organisation - Differentiation - the process of departmentalization or segmentation of activities on the basis of some similarity - Integration — Process of achieving unity of effort among the various departments 1.
Establishing Enterprise Objectives 2. Formulating Supporting objectives, policies and Plans 3. Identifying and classifying the necessary to accomplish 4. Grouping the activities in the light of human and material resources available 5. Delegating to the head of each group the activity necessary to perform 6. Tying the groups together horizontally and vertically through authority relationship and information flows.
Principles of Organising 1. Objectives 2. Specialisation 3. Span of Control 4. Exception — the higher level have limited time, only exceptionally complex problem should be referred to them and routine matters be dealt by the subordinates at the lower levels 5. Unity of Command 7. Delegation 8.
Responsibility 9. Authority Efficiency Simplicity Flexibility Unity of Direction Personal ability Span of Management Factors governing Span of Management - Appropriate span of Management must be determined by the specific of the manager particular situation. Ability of the manager 2. Ability of the Employees 3. Type of work 4. Geographic locations 6. Level of Management 7. Characteristics 1. Vertical Chart — lines of command proceeding from top to bottom in vertical lines 2.
Horizontal Chart — Highest position shown in left 3. Concentric or Circular Chart 41 Contents of Organisation Chart 1. Name of components of Organisation 4. Positions of various office personnel 5. Total number of person working in an Organisation 6. Ways of Promotions and salary particulars Pfiffner and Sherwood classifies into 3 categories 1. Skeleton — a graphical presentation of the framework - arranged in levels connected by various lines representing different types of authority 2.
Functional — consists of subunits wherin boxes represent divisions and sections 3. Contents of organizational Manual 1.
Types of Organisation Manual 1. Policy Manual 2. Company Organisation Manual — describes the duties and responsibilities of various departments - Outlines the formal chain of command and lines of promotion in the company 3. Operation Manual — describes the established standards, procedures and methods for various jobs.
Department Practice Manual — detailed information about the Organisation 5. Departmentation - As the process of grouping individual jobs in department. It involves grouping of activities and employees into departments so as to facilitate the accomplishment of Organisation Objectives. Specialisation 2. Expansion 3. Autonomy 4. Fixation of responsibility 5. Appraisal 6. Management development 7. Administrative control Choosing a basis for Departmentation 1. Coordination 3. Control 4. Economy 5.
Attention 43 Human Consideration Basis of Departmentation 1. Departmentation by Functional Basis — Grouping of activities in accordance with the function of an enterprise. Each major function of the enterprise is grouped into a department. Departmentation by Territorial basis — A company may have separate departments to serve the southern region, northern region etc.
It has the advantage of the intimate knowledge of local conditions. Many routine and service functions performed by all the regional units can be performed centrally b the head office very economically 44 Departmentation by Process basis — is done on the basis of several discrete stages in the process or technologies involved in the manufacture of a product. A cotton textile mill have separate departments for ginning, spinning, weaving, dyeing and printing and packing and sales.
This increases efficiency. Departmentation by Product basis — suited for a large organization manufacturing a variety of products. For each major product a semi- autonomous department is created and is put under the charge of a manager who may also be made responsible for producing a profit of a given magnitude.
Product dept is the logical pattern to follow when each product requires raw materials, manufacturing, technology and marketing methods and that are markedly different from those used by other products in the Organisation. Eg HLL manufacturing detergents, toiletries, Clearasil cream and soap. Demerits 45 Departmentation by Customer basis — An enterprise may be divided into a number of departments on the basis of the customers that it services.
For Eg. An educational institution may have separate departments for day, evening and correspondence course to impart education to full time students, locally employed students and autstation students respectively.
Bases of Power 1. Legitimate 2. Expertness 3. Referrant 4. Reward 5. It denotes certain rights to take decision and get them executed by their subordinates. Difference between Line and Staff Authority S. No Line Authority Staff Authority 1 Right to decide and command Right to provide advice, assistance and information 2 Contributes directly to the accomplishment of Organisational objectives Assist line in the effective accomplishment of Organisation objectives 3 Relatively unlimited and general Relatively restricted to a particular function 4 Flow downward from a superior to subordinate May flow in any direction depending upon the need of advice 5 Creates superior and subordinate relation Extension of line and support line 6 Exercise control Investigates and reports 7 Makes operating decision Provides idea for decision 8 Bears final responsibility for Does not bear final responsibility 47 The personnel manager may lay down the grievances procedure to be followed in all departments - granted to a staff specialist to issue instruction to line executives directly in a specific and limited area of operation.
Delegation of authority - To delegate means to entrust authority to a subordinate - Assigns some part of his work to his subordinate and also gives the necessary authority to make decision within the area of their assigned duties Def. General or Specific 2.
Formal or Informal 3. Written or oral 4. Child and adolescent development 2nd edition-R General management principles It emphasizes management functions such as marketing, finance, operations management, and supply chain management, and gives attention to the entrepreneurial process.
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