Planning and panning tool

Purposes of Planning: Planning serves several important purposes in

various aspects of life, whether it's in business, personal goals, or government
policies. The key purposes of planning include:
a. Setting Objectives: Planning helps to define clear objectives and goals,
providing a sense of direction and purpose.
b. Resource Allocation: It enables efficient allocation of resources such as time,
money, and manpower to achieve those goals.
c. Risk Mitigation: Planning allows for the identification of potential challenges
and risks, helping to develop strategies to mitigate or manage them.
d. Coordination: It ensures that different individuals or departments work
together in a coordinated manner to achieve common objectives.
e. Decision Making: Planning provides a framework for informed decision-
making by considering various alternatives and their consequences.
f. Evaluation and Control: It facilitates the monitoring and measurement of
progress toward goals and allows for adjustments as needed.

Advantages of Planning:
 Improved focus and direction.
 Enhanced resource utilization.
 Better risk management.
 Enhanced coordination and collaboration.
 Informed decision-making.
 Improved performance evaluation.
Disadvantages of Planning:
 Time-consuming.
 Can be rigid and resistant to change.
 May not account for unpredictable events.
 Requires accurate information, which may not always be available.
 Can lead to complacency if not adapted to changing circumstances.
2.

Planning Premise:
 A planning premise refers to the underlying assumptions, conditions, or factors
upon which a plan is based. These premises are used to make predictions and
decisions in the planning process. For example, if a company is planning to
expand into a new market, some planning premises might include assumptions
about market demand, competition, and economic conditions in that market. If
these premises are inaccurate, it can lead to the failure of the plan.
For example, when planning a new product launch, a planning premise might be
that consumer demand for the product will remain stable. If this premise turns
out to be incorrect due to unforeseen changes in the market, the plan may need
to be adjusted accordingly.
3.

Planner:
A planner is an individual or a professional responsible for the process of
planning. Planners can work in various fields, including urban planning, project
management, financial planning, and more. Their primary role is to create,
coordinate, and implement plans to achieve specific goals or objectives.
Qualifications for Planners: The qualifications for planners can vary depending
on the specific field and the complexity of the planning tasks. However, common
qualifications and skills that planners should possess include:
a. Educational Background: Many planners have degrees in fields such as urban
planning, business administration, economics, or engineering, depending on their
area of specialization.
b. Analytical and Problem-Solving Skills: Planners need to analyze data,
identify issues, and develop solutions or strategies.
c. Communication Skills: Effective communication is essential for conveying
plans to stakeholders and team members.
d. Understanding of Regulations: Depending on the field, planners may need
to have a deep understanding of local, state, or federal regulations and policies.
e. Project Management Skills: Project planning often requires project
management skills to ensure plans are executed successfully.
f. Adaptability: Planners should be able to adjust plans in response to changing
circumstances or unforeseen events.
g. Ethical and Professional Conduct: Planners may need to adhere to codes of
ethics and professional standards in their respective fields.
 It's important to note that qualifications can vary widely, so specific requirements
will depend on the job and industry in which a planner works.

a. What are the two main types of single-use plans used by

organizations around the world? Discuss.

b. "If managers know why plans fail, they can take steps to
eliminate the factors that cause failure and thereby increase the
probability that their plans will be successful." Why plans fail?
Explicate.

c. Briefly discus the different steps of the MBO process.

Planning in an organization is the process of setting goals and objectives and

determining the best course of action to achieve them. It involves defining the
organization's mission, analyzing its current situation, and developing strategies and
plans to guide its future actions. Planning is a fundamental management function that
provides a roadmap for decision-making and helps align the efforts of individuals and
teams within the organization toward common goals.

There are two primary types of plans in an organization:

1. Standing Plans: Standing plans are established to address recurring and

ongoing situations in the organization. They are designed to provide guidance
and consistency in decision-making. There are three common types of standing
plans:
 Policy: Policies are broad guidelines and principles that guide decision-
making within an organization. They set the framework for how various
activities should be conducted and help ensure consistency and adherence
 to organizational values and goals. For example, an organization may have
a policy on employee conduct or data security.
 Procedure: Procedures are detailed, step-by-step instructions that outline
how specific tasks or activities should be performed. They are more
specific than policies and help standardize processes within the
organization. An example of a procedure might be the steps for
processing a customer order or handling a customer complaint.
 Rules: Rules are specific directives or regulations that must be followed.
They are often more explicit than policies and procedures and leave less
room for interpretation. Rules are used to maintain order and ensure
compliance with specific requirements. For instance, an organization might
have rules about dress code or safety protocols.
2. Single-Use Plans: Single-use plans are developed for specific, one-time events
or situations. They are not intended to be used repeatedly. There are two
common types of single-use plans:
 Programs: Programs are a set of coordinated activities and projects
designed to achieve a specific, often long-term, goal. They are typically
larger in scope and may involve multiple activities, resources, and
milestones. For example, an organization may create a marketing program
to launch a new product.
 Budgets: Budgets are financial plans that outline an organization's
expected revenues and expenditures for a defined period, often a fiscal
year. Budgets help control spending and allocate resources efficiently.
They are essential for financial planning and management, as they ensure
that an organization can meet its financial goals and stay within its means.

b. Plans can fail for various reasons, and understanding these factors is crucial for
improving the likelihood of plan success. Some common reasons why plans fail include:

 Inadequate Information: Plans may fail if they are based on incomplete or

inaccurate information. It's essential to gather and analyze relevant data to make
informed decisions.
 Lack of Alignment: When plans are not aligned with the organization's goals,
values, or culture, they are more likely to fail. Ensuring that plans are in sync with
the overall mission and vision is vital.
 Resistance to Change: Employees or stakeholders may resist plans that disrupt
their routines or challenge existing practices. Managing change and addressing
resistance is important.
  Poor Communication: If plans are not effectively communicated throughout the
organization, employees may not understand their roles and responsibilities,
leading to failure.
 Inflexibility: Plans that are too rigid and cannot adapt to changing circumstances
are more likely to fail. Flexibility and adaptability are crucial.
 Lack of Resources: Plans can fail if they do not have the necessary resources,
whether it's financial, human, or technological support.
 External Factors: External forces such as economic changes, political shifts, or
unforeseen events can impact plans. Being prepared to adapt to external factors
is essential.
 Unrealistic Goals: Setting overly ambitious or unattainable goals can lead to plan
failure. Objectives should be realistic and achievable.

c. Management by Objectives (MBO) is a management approach

that emphasizes setting specific, measurable objectives and then managing and
monitoring performance to achieve these objectives. The MBO process typically involves
the following steps:

1. Goal Setting: Managers and employees collaborate to set clear and specific
objectives that align with the organization's goals and mission. These objectives
should be measurable and time-bound.
2. Action Planning: Once objectives are set, action plans are developed. These
plans outline the tasks, responsibilities, and timelines needed to achieve the
objectives.
3. Monitoring and Progress Review: Regular monitoring and review meetings are
conducted to track progress toward the objectives. Feedback and adjustments
may be made as necessary.
4. Performance Appraisal: At the end of the performance period, employees are
evaluated based on their achievement of the set objectives. This evaluation forms
the basis for performance appraisals and rewards.
5. Feedback and Development: The MBO process encourages ongoing feedback
and development discussions between managers and employees to improve
performance and skills.

MBO aims to align individual and team objectives with organizational goals, enhance
communication, and promote a results-oriented and participatory approach to
management.
 1. Different Stages of the Planning Process:

The planning process typically involves several stages:

a. State Organizational Objectives: The first step is to define the organization's overall
objectives. These objectives should be clear, specific, and aligned with the organization's
mission and vision.

b. List Alternative Ways to Reach Objectives: In this stage, different approaches and
strategies to achieve the stated objectives are identified. It's important to consider a
range of options to ensure that the best course of action is chosen.

c. Develop Criteria on Which to Base Alternatives: Criteria are established to evaluate

and compare the alternative strategies. These criteria should be relevant to the
objectives and help in making an informed decision.

d. Choose the Best Alternative for Reaching Objectives: The chosen alternative is the one
that best aligns with the criteria and is most likely to lead to the successful achievement
of the objectives.

e. Develop a Plan to Pursue the Chosen Alternative: A detailed plan is created to outline
the specific steps, resources, and timelines required to implement the chosen strategy.
This plan may involve setting specific goals, defining tasks, allocating resources, and
creating a timeline.

f. Put the Plan into Action: Finally, the plan is put into action. This involves executing the
planned activities, monitoring progress, and making adjustments as necessary to ensure
that the objectives are met.
 2. Four Dimensions of a Plan:
1. Repetitiveness:
 Definition: Repetitiveness in a plan refers to how often the plan needs to
be executed or applied. It categorizes plans based on whether they are
one-time or recurring.
 Example: An annual financial budget is a repetitive plan, as it's created
and executed on a regular, annual basis. In contrast, a plan to launch a
new product is typically a one-time event plan, not meant to be repeated
every year.
2. Time:
 Definition: The time dimension of a plan concerns the specific timeframes
and deadlines associated with the plan. It involves setting clear schedules
and timelines for various activities within the plan.
 Example: In a project management plan, time-related aspects include
defining project milestones and specifying when each task or phase
should be completed.
3. Scope:
 Definition: The scope dimension outlines the boundaries and extent of
the plan. It defines what is included within the plan and what is not,
helping to clarify objectives and deliverables.
 Example: In a business strategy plan, the scope may define the target
markets, products or services offered, and geographical regions in which
the company intends to operate. Anything outside of these defined
parameters is not within the scope of the plan.
4. Level:
 Definition: The level dimension categorizes plans based on their position
within an organization's hierarchy. Plans can be classified as strategic,
tactical, or operational, depending on their focus and timeframe.
 Example: A strategic plan sets the long-term direction and overarching
goals of the organization. Tactical plans break down the strategic goals
into specific actions and initiatives, usually covering a one to three-year
period. Operational plans are highly detailed, specifying daily or weekly
tasks and activities.
 3. Discuss the planning as a subsystem of overall
management

Planning is a crucial subsystem of the overall management system in an organization. It involves

the systematic process of setting objectives, identifying resources (people, money, raw materials,
machines), and determining the steps necessary to achieve organizational goals.

1. Inputs:
a. People: Human resources are a critical input in the planning process.
Understanding the skills, capabilities, and availability of the workforce is essential
when setting organizational objectives and designing plans to achieve them. This
includes identifying key personnel, their roles, and responsibilities in the planning
process.
b. Money: Financial resources are another crucial input. An organization's
budget, financial forecasts, and access to capital significantly influence the
 planning process. Without financial resources, it's challenging to implement any
plan effectively.
c. Raw Material: Depending on the nature of the organization, raw materials or
inputs required for the production of goods or services are essential. Planning
must consider the availability, cost, and quality of raw materials when designing
production and procurement plans.
d. Machines: Machinery and equipment play a vital role in production and
operations. Planning includes evaluating the availability, maintenance, and
capacity of machines to ensure they can support the production process as per
the plan.
2. Process:
 State Organizational Objectives
 List Alternative Ways to Reach Objectives
 Develop Criteria on Which to Base Alternatives
 Choose the Best Alternative for Reaching Objectives
 Develop a Plan to Pursue the Chosen Alternative
 . Put the Plan into Action

3. Output:
a. Organizational Plan: The primary output of the planning process is the
organizational plan. This plan serves as a roadmap for the entire organization,
detailing what needs to be achieved, how it will be achieved, and the timeline for
achieving it.
b. Alignment: Planning helps ensure that all organizational activities, from daily
operations to long-term projects, are aligned with the established goals and
strategies. This alignment enhances efficiency and effectiveness.
c. Measurable Results: The success of planning is often measured by the degree
to which the organization achieves its goals. Regular monitoring and
performance measurement are essential to track progress and make adjustments
as necessary.
 Decision making

a. Decision:

 A decision is a choice made between two or more available alternatives to solve a

particular problem or address a specific situation. It is the selection of one course
of action from various options.

Two type of decision

Programmed and Non-Programmed Decisions:

 Programmed decisions are those that are routine, repetitive, and well-
structured. They can be addressed with predefined policies, rules, and
procedures. For example, reordering office supplies when stock is low.
 Non-programmed decisions are unique, complex, and unstructured. They
require creativity, judgment, and a customized approach because there are no
established guidelines for addressing them. For example, making a strategic
decision to enter a new market.

Traditional and Modern Ways of Handling Program and Non-Programmed

Decisions:

 Traditional: Traditional decision-making often relies on hierarchical structures,

where decisions flow from top management down to lower levels. Programmed
decisions are typically handled through standard operating procedures, while
non-programmed decisions are elevated to higher management for resolution.
 Modern: Modern organizations encourage a more collaborative and decentralized
approach. Programmed decisions can still be handled by lower-level employees,
provided they follow guidelines, while non-programmed decisions are often
resolved with input from cross-functional teams or even through empowerment
at various levels.
Relationship between the Scope of Decision and Level of
Management:

 The scope of decision and the level of management are interconnected. Higher-
level managers tend to make decisions with a broader scope and more significant
organizational impact. Lower-level managers handle decisions of narrower scope
and immediate relevance. This relationship can be summarized as follows:
 Top Management: Focus on strategic decisions that affect the organization
as a whole.
 Middle Management: Concentrate on tactical decisions that impact
specific departments or units.
 First-Line Management: Handle operational decisions that deal with day-
to-day activities and routine processes.

b. Possible Decision-Making Orientations:

 There are several decision-making orientations, including:
1. Rational Orientation: This approach emphasizes logical analysis and the
selection of the most optimal solution based on available information.
2. Intuitive Orientation: Intuition and gut feelings guide decision making.
Decision makers rely on their past experiences and expertise.
3. Political Orientation: Decisions are influenced by power dynamics,
coalitions, and organizational politics. The decision may not always align
with the most rational choice.
4. Incremental Orientation: Decision makers make small, incremental
changes and adapt as they go, rather than making large, sweeping
decisions.

The decision-making orientation that emphasizes the

realization of an organization's potential as well as a decision
maker is the Rational Orientation. This orientation prioritizes logical analysis and
systematic evaluation of alternatives. By making decisions based on objective data and a
rational approach, organizations can unlock their full potential for growth and efficiency.
It also benefits decision makers as they can demonstrate a thoughtful and data-driven
approach, which can lead to more successful outcomes and personal growth. However,
it's essential to note that in some situations, a combination of orientations may be more
effective, as not all decisions can be made solely based on rational analysis.
 1. What is group decision? Some group decision
technique/process (brainstorming, nominal
technique ,delphi technique)


Group decision-making refers to the process of making decisions within a group or

team rather than by an individual. It involves considering the inputs, opinions, and
perspectives of multiple individuals to reach a consensus or make a choice. Group
decision-making can be more inclusive and may lead to better decisions by harnessing
the collective intelligence and diverse experiences of group members.

Here are some commonly used group decision-making techniques and processes:

1. Brainstorming:
 Brainstorming is a creative and unstructured technique used to generate a
wide range of ideas or solutions to a problem.
 Group members express their ideas without criticism or evaluation. The
focus is on quantity rather than quality.
 Once a list of ideas is generated, the group can then evaluate and refine
the ideas to reach a decision.
2. Nominal Group Technique (NGT):
 NGT is a structured method that combines both individual and group
decision-making.
 Participants start by individually generating ideas or solutions to a
problem.
 Afterward, they share their ideas in a round-robin fashion, and all ideas are
recorded without discussion.
 Finally, the group collectively evaluates and ranks the ideas to make a
decision.
3. Delphi Technique:
 The Delphi Technique is a structured and iterative method often used for
reaching a consensus among experts or individuals with specialized
knowledge.
 It typically involves multiple rounds of questionnaires or surveys where
experts provide their opinions anonymously.
 The responses are compiled, and in subsequent rounds, participants have
the opportunity to revise their opinions based on the feedback from the
group.
 The process continues until a consensus is reached or a predetermined
level of agreement is achieved.