Planning

Planning

Dr. Jayesh Patidar

www.drjayeshpatidar.blogspot.com

MEANING

plan is a course of action to be taken in

future. It is a pre decided course of action .

Planning is the process of deciding in

advance what is to be done , how it is to be

done , where , when and whom . It involves

determination of objectives to be achieved

as well as the activities required to achieve

the objectives.

9/17/2014 2www.drjayeshpatidar.blogspot.com

DEFINE

The planning of action is at one and the same time the

result envisaged, the line of action to be followed , the

stages to go through and the methods to use.

- HENRI FAYOL

Planning is fundamentally a mental predisposition to d0

things in an orderly way , to think before and to act in the

light of the fact rather than of guesses.

- L.F.URWICK


Features of planningPlanning is goal oriented: it seeks to achieve

certain objectives and all plans are linked with the goal of

the organization. So planning is purposeful.

Planning is future oriented: it is based on the

proverb “ look before you leap”. It is essential to predict

future.

Planning is primary function :planning saves as

the basis for another functions of management. Planning

provides the foundation for managerial action to achieve

the specify goals of organization.


Planning is continuous process: planning is on

going process it is prepared for a specific period of time . At the end of the period , new plans have to be prepared. similarly as condition changed the existing plans to be revised.

Planning aims at efficiency and effectiveness: plans are prepared to achive the

objectives in the best way.sound planning leads to accomplishment of desired objectives at the minimum possibility cost


Importance of planning

MAKING OBJECTIVES CLEAR : planning makes goal

clean and specific . It focus to attain the organizational

goal and also serve guide for deciding what actions

should be taken

Help organization a right path :Employees can

understand how their action relate to organizational

goals . It provides orderly efforts towards the goals .


It reduced risk and uncertainty : It helps to

predict future events and prepare to face the unexpected

events . It helps manager to identify the potential danger

and steps take to over come them.

It improve efficiency of operations : planning

involved selection of best possible course of action. It

helps to achieve optimum utilization of available

resources.

Provides the basis of control : planning makes

control meaningful and effective. A comparison of

performance with the desired results helps to identify the

deviations and to take corrective steps to make the

events confirm to plans


Limitation of planningDynamic conditions act as a limitation of

planning :the assumption on which planning is based

may not hold good and the condition under which plans are being implemented may differ from the assumed conditions.

Availability of time is a limiting factor planning :some times it causes delay in taking action

.at emergency situation in business require promotion action and allow little time for thinking

Cost involved in planning : planning is a costly

process. A good ideal time , energy and money is involved in gathering of facts and testing of various alternatives.


The Government from time to time will be constraint on

managerial decision.

Procedure , rules and policies once established are

difficult to change .

Some person are psychologically opposed to planning as

they consider the present more important than the future.


10

How to Make a Plan That Works

2

Set

Goals

Develop

Commitment

Develop

Effective

Action

Plans

Track

Progress

Toward

Goal

Achievement

Maintain

Flexibility

Revise existing plan

or

Begin new planning process

9/17/2014 www.drjayeshpatidar.blogspot.com

11

S.M

.A.R

.T. Specific

Measurable

Attainable

Realistic

Timely

Setting Goals

2.1


Step 1. DEFINE THE TASK

What would we need to know about the

assignment before we accept?

All the facts and figures: where, when, how, what

and who

The objective or goal of the assignment: what we

are trying to accomplish


Step 2. IDENTIFY RESOURCES

When we consider the resources needed and

available, we need to ask ourselves:

What resources do we need to accomplish the task?

What do we already have?

Where do we get what we don’t have?

Are there any resources that require

special attention, advance planning,

or significant expense? Are there

alternatives?


Step 3. CONSIDER ALTERNATIVES

This step relates to alternate methods and

procedures for a training course. These might

include:

What kind of training aids should we use?

Which technique will be best for

getting the message across?

How should we arrange the tables

and chairs?9/17/2014 14www.drjayeshpatidar.blogspot.com

Step 4. CREATE THE PLAN

Creating a workable plan can be a challenge.

Training session outlines are provided in BSA training

manuals.

We need to fill in the blank spaces.

A written plan tells everyone concerned what is

expected, and when.

It provides a permanent record that will be helpful the

next time we conduct the course.

It can serve as a backdated checklist


Step 5. WORK THE PLAN

Be sure you are ready.

Review the previous steps.

Do it! Hold the training course.

Follow the written plan, but be flexible and make

any adjustments needed.


Step 6. EVALUATE

What should we evaluate about a training

course?

Did we accomplish what we set out to do?

Will we conduct it the same way again?

If not, what changes would we make?


TWO TYPES OF PLANS

There are two types of plans that relate to training:

SHORT-RANGE PLANS

LONG-RANGE PLANS


SHORT RANGE PLANNING : It relates to a relatively

short period and has to be consistent with the long range

plans . Operational planning are generally related to a

short periods.


SHORT-RANGE PLANS

Meet a particular objective in the near future

Cover a limited area of training

Answer the question: Are we doing things right?

Should fit well within and contribute to long-range plans

Some examples:

• Plans for basic training sessions for new leaders who

have just been recruited

• Plans for a den chief training conference

• Plans for training roundtable staff members


LONG RANGE PLANS

LONG RANGE PLANNING : long range

planning sets long term goals for the

enterprise and then proceeds to formulate

specific plans for attaining these goals. It

also involves an attempt to analyze and

make decision about basic problems and

issues which have significance reaching well

beyond the present operating horizon of the

enterprise

.9/17/2014 21www.drjayeshpatidar.blogspot.com

LONG RANGE PLANS

Cover a longer time

May include a variety of different types of training

Some examples:

• An annual plan, including Fast Start and basic training

• Makeup training sessions

• Den chief training

• Regular monthly roundtables

• Supplemental training

• Personal coaching

• Self-study9/17/2014 22www.drjayeshpatidar.blogspot.com

SHORT- AND LONG-RANGE PLANS

Both short-range and long-range plans are

developed using the six steps.


PERT CHART

A PERT chart is a graphic representation of a project’s

schedule, showing the sequence of tasks, which tasks can

be performed

simultaneously, and the critical path of tasks that must be

completed on time in order for the project to meet its

completion deadline.


How to use it

Identify all tasks or project components. Make sure the

team includes people with firsthand knowledge of the

project so that during the brainstorming session all

component tasks needed to complete the project are

captured. Document the tasks on small note cards.

Identify the first task that must be completed. Place the

appropriate card at the extreme left of the working surface.

Identify any other tasks that can be started

simultaneously with task #1. Align these tasks either

above or below task #1 on the working surface.


How to use it

Identify the next task that must be completed. Select a

task that must wait to begin until task #1(or a task that

starts simultaneously with task #1) is completed. Place the

appropriate card to the right of the card showing the

preceding task.

Identify any other tasks that can be started

simultaneously with task #2. Align these tasks either

above or below task #2 on the working surface.

Continue this process until all component tasks are

sequenced.


Identify task durations. Using the knowledge of team members,

reach a consensus on the most likely amount of time each task will

require for completion. Duration time is usually considered to be

elapsed time for the task, rather than actual number of hours/days spent

doing the work. Document this duration time on the appropriate task

cards.

Construct the PERT chart. Number each task, draw connecting

arrows, and add task characteristics such as duration, anticipated start

date, and anticipated end date.

Determine the critical path. The project’s critical path includes those

tasks that must be started or completed on time to avoid delays to the

total project. Critical paths are typically displayed in red.



29

Charts: Henry Gantt


30

Planning from Top to Bottom

Adapted from Exhibit 5.5

3


31

Starting at the Top

Strategic Plans

Clarify how the company will

serve customers and position

itself against competitors (2-5 years)

Vision

An inspirational statement of an

organization’s purpose

(2 sentences)

Mission

Overall goal that unifies efforts toward

its vision, stretches and challenges,

and possesses a finish line and

time frame. Flows from vision.

3.1


32

Planning Time Lines

3.1 Years0 1 2 3 4 5 6

Pla

ns

Strategic

Tactical

Operational

5 Years

2 years

30 days

6 months

6 months

2 Years


33

Bending in the Middle

Tactical Plans

Specify how a company will use

resources, budgets, and people to

accomplish goals within its mission.

(6 months to 2 years)

Management

by

Objectives

Develop and carry out tactical plans

1. Discuss possible goals

2. Participatively select goals consistent with overall

goals

3. Jointly develop tactical plans

4. Meet to review progress

3.29/17/2014 www.drjayeshpatidar.blogspot.com

34

Finishing at the Bottom

Operational

Plans

Day-to-day plans for producing or

delivering products and services over

a 30-day to six-month period

3.3


35

Kinds of Operational Plans

Single-Use PlansPlans that cover unique,

one-time-only events

Standing Plans

Plans used repeatedly to handle

frequently recurring events.

Three kinds are: policies, procedures,

and rules and regulations.

Budgets

Quantitative planning to decide how

to allocate money to accomplish

company goals

3.3


Strategic planning : It is part of functional areas of

business . It involves key decisions regarding the overall

goals and strategies of the enterprises . It is the process

of deciding on basic goals , the resources required to

achieve

Operational planning : it is also known as tactical

planning or administrative planning which involves the

conversion strategic plans into detailed operational

programs.


Functional planning : It is prepared for various

functional areas of business like production planning

financial planning and man power planning . It serves as a

guide for people in a particular department of functional

areas of the enterprise.


Mission : explains fundamental purpose of the

organization . It explains how an organization will

conducts its business.

Objectives : it explains the future destination an

organization wants to attain. The objectives should be

clearly understand by every employees.

Policies : general rules in written statement to be

followed in respective situation. Provides basic

framework within which managers operate.


Procedures : administrative guide prescribing the

sequence in which various activities are to be performed.

It helps in standardizing and stream lining day to day

activities.

Rules : statement of action asking subordinates to have in

a particular manner. It is strictly followed by every one. it

is essential for smooth operation of business. Eg :no

smoking , no entry


SUMMARY

A well planned training course is easier to

present and easier for participants to understand.

The process permits each planning step to be

revisited whenever necessary.

On-going improvements make training more

effective.9/17/2014 40www.drjayeshpatidar.blogspot.com



Planning

Education

advance planning

planning saves

definethe planning of

sound planning leads

managerial action

promotion action

line of action

little time