Org & Mgt With Social Res. and GGSR

8/13/2019 Org & Mgt With Social Res. and GGSR

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Planning is deciding in advance what is to be done

in the future

Accordingto Koontz and O Donnell it is decidingin advance what to do, how to do it, when to doit and who is to do it. Planning bridges the gapfrom where we are to where we want to go. Itmakes it possible for things to occur which would

not otherwise happen

Planning is a step that involves mapping outexactly how to achieve a particular goal.


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Four major factors summarize the

essential nature of planning. These are:

1. Contribution to purpose and objectives

- planning is required to facilitate

accomplishment of business purposes and

objectives. This statement is taken fromthe nature of organized business.


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2. Planning as the first basic function

3. Planning as a function of all managers

- Planning is a function of all managers,

although the character and scope of

planning will differ from one authority to

another.

4. Planning for efficient organization


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Objectives or goals- it can use interchangeably. it is the

ends toward which activity is aimed.

Estimated result expected in future

Mission- identifies the basic purpose or

function or tasks of an enterprise oragency or any part for the existence of anorganization.


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Programs- are a complex of goals, policies, procedures,

rules, task assignments, steps to be taken,resources to be employed, and other elements

necessary to carry out a given course of action.Project scheduling- refers to the identificationand analysis of the activities from the projectplanning stage up to the start of normal operations.

Policies- are general statements or understandings thatguide or channel thinking in decision making


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Procedures- are plans that establish a required

method of handling future activities

Rules- spell out specific required actions or no

actions, allowing no discretion

Budget- is a statement of expected results

expressed in numerical terms.


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Philosophy- it is the value and the beliefs of an

organization holds as the guiding light. Theseare usually passed on by the founder of theorganization.

Strategy- it is the method of shaping a companys

future and involves determining the long-rundirection of the organization. A company mayhave the strategy to diversify into relatedbusiness within the next few years.


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Breadth Planning

(a) Strategic plans- plans are apply to entire

organization and establish organizational overall

goals. Cover extended periods of time.

(b) Operational plans- encompass a particular

operational area of organization. These are not

broad like strategic plans but narrow. It specify the

details of how the overall goals are to be

achieved. Cover short time period


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Time frame of planning

(a) Long term plan- are those with a time

frame of 3-5 years. (b) Short term plan- are those that cover year

or less.

(c) Intermediate plans- Any time period

between long term and short term plan.(1-3years)


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Specificity of planning

(a) Specific plans- are clearly define and leave no

room for interpretation, these state its objectives in

a way that eliminates ambiguity and problems withmisunderstandings.

Flexible plans that set out general guidelines, provide

focus, yet allow discretion in implementation

(b) Directional plans- plans are flexible that setoutgeneral guidelines to deal with high uncertainty

and ambiguity.


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Frequency of use planning

(a) Single use plans is one time plans

specifically designed to meet the need of aunique situation.

(b) Standing plans are ongoing plans that

provides guidance for activities performed

repeated. Its include policies, rules andproducers.


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Business Planning

- created through time as a series of ideas

is gradually developed. Effective plans arenot written in one sitting. Each part of plan

leads into the next. Each influences the

other; all parts are interdependent.


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Define the business Idea.- description of the business idea.- make it precise, concise and specific)

Establish goals and objectives Evaluate the ideas, goals, and

objectives Forecast Cash needs Identify sources of funds Write a business plan


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Decisionis a choice between alternatives.

Decision making is the process of choosing one

alternative over the others. Making good decisionsshould be a process.

It is a process of

identifying problems and

resolving them, or of

identifying opportunities

and taking advantage of

them.


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Judgmenta process of evaluating

alternatives

Choicea process of selecting a specific

alternative to implement

Judgment can occur without being

followed by choice.However, some level of judgment will

always precede choice.


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There are many decision-making models.

Here is another that is not nearly as

insightful as the one above, but it is onethat many of the students will be familiarwith.

1. Identify the problem.2. List alternatives.

- brainstorming


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3. Select the best alternative.

4. Implement the chosen alternative.

5. Evaluate.


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There are various quantitative and specific techniques that areavailable to aid the manager in his planning process. Some ofthese are the following:

1. Forecastin g.This is an attempt to foretell or predicts future

trends, events, or conditions from known data and toprepare for the expected changes in business or industry.

Many decisions are based on estimates of what is likely tohappen in the future. It was merely based on the analyses ofpast and present, are called forecasts.

Managers merely rely on their own intuition in predicting thefuture events


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There are no universal forecasting

methods; some commonly used methods

of forecasting are:

Survey Method

Trend Method or time series analysis

Economic Method


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2. Break-even Analysis.

-is used to determine the point at which

all fixed costs have been recovered and

profitability begins.

Fixed cost (FC)

Variable costs (VC)

Total Fixed Costs (TFC) Price (P)


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3. Scheduling.

- Schedules plans that allocate resources by

detailing what activities have to be done, the

order in which they are to be completed, who isto do each, and when they are to be completed.

Represent the coordination of various activities.

Network analysis- quantitative technique usedfor scheduling

PERT and CPM


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4. Management by Objectives (MBO)

- it is an approach to management

designed to encourage initiative andprevent working at cross-purposes, or

indeed, for no purpose at all.


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Lack of real commitment in planning

Interchanging planning studies with plans

Failure to develop and implement sound strategies

Lack of meaningful objectives and goals

Tendency to underestimate the importance of planningpremises

Failure to see the scope of plans

Failure to see planning as a rational process

Too much reliance on experience Failure to use the principle of limiting factor

Lack of top management support

Lack of clear delegation

Lack of adequate control techniques and information

Org & Mgt With Social Res. and GGSR

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