Planning

Planning : It involves selecting mission and objectives and the

actions to achieve them to require decision making, that is choosing
from among alternative future course of action
Kinds of Organizational Plan:
1. Strategic Plan: A general plan outlining decisions of resource
allocation, prioritites and action steps necessary to reach strategic
goals.
2. Tactical Plan: A plan aimed at achieving tactical goal and
developed to implement specific parts of strategic plan
3. Operational Plan: A plan that focuses or carrying out tactical plan
to achieve operational goal.
Time frame for planning:
1. Long rage plan: A plan that covers many years perhaps even
decades common range plans are for five years or more.
2. Intermediate plan: A plan that especially convers periods from
one to five years
3. Short range plan: A plan that generally covers a span of one year
of less. There are two basic kind of short range plan:
Action plan: A plan used to operationalie any other kind of
plan
eaction plan: A plan developed to react to an unfroseen
circumstance.
Sa!"asachi #os$ ! "ecturer, #epartment of $usiness Administration %
esponsi!ilites for planner
1. Planning staff: &ome large organiation develop a professional
planning staff. "ike 'eneral (otors, #isney, )ord
2. Panning Tas% &orce:*rganiation &ometives use a planning task
force to help develop plans. &uch task force often companies line
managers with a special interest in the relevant area of planning.
3. #oard of 'irectors: Among its other responbilities, the board of
directors estabilishes the corporate mission and strategy.
(. )hief *+ec$ti,e Officer: The e+ecutive committee is usually
composed of the top e+ecutives in he organiation working together
as a group.
-. Line .anagement: The final component of most organiations
planning activities is line management.
Steps of planning:
$eing Aware of *pportunities
,stablising objectives
Leadership #eha,ior and St"les: "eaders can be categoried as
applying three basic styles-
A. The A$tocratic Leader commads and e+pect, compliance is
dogmatic and positive and leads by the be ability to whithhold or give
rewards and punishment.
#. The 'ecocratic or Participati,e Leader consults with
subordinates on proposed actions and decisions and encourages
participation from them. This type of leader ranges from the peron
who does not take action without subordinates concurrences to the
Sa!"asachi #os$ ! "ecturer, #epartment of $usiness Administration .
one who makes decissions but consult whith subodinates before doing
so.
). The &ree/rein Leader uses his or her power very little giving
subordinates a high degree of independence in their operatiions. &uch
leaders depend largely on the subordinates to set their own goals and
the means of achieving them and they see their role as one of aiding
the operations of followers by furnishing then with information and
acting primarilty as a contact wih the gropu/s e+ternal environment.
Li%ert0s &o$r S"stems of .anagement :
"ikert and his associates at the 0niversity of (ichigan have studied
ther patterns of styles of leaders and managers for three decades.
"ikert has developed certain ideas and approcaches important to
understanding leadership behavior. 1e see an effective manager as
strongly oriented to subordinates. 2elying on communication to keep
all parties working as a unit.
All members of the group including the manager or leader adopt a
supportive attitude in which they share motivations. "iker views this
apporach the most effective way to lead to group.
Li%ert has s$ggested fo$r s"stems of management
S"stem11 *+ploti,e/A$thoritati,e: Its managers are highly
autocratic, have little trust in subordinates movivate people though
fear and punishment and only occasional rewards engage in
downward communication and limit deceion making to the top
Sa!"asachi #os$ ! "ecturer, #epartment of $usiness Administration 3
S"stem 21 #ene,olent/A$thoritati,e: Authoritative its manager have
a patroniing contudence and turst in subordinates, motivate with
reward and some fear and pusinishment permit some upward
communication, solict some ideas and opinions from subordinates and
allow some delegation for decision making but with close policy
control.
S"stem 31 )ons$ltati,e: (anagers in this system have substantial but
not complete confidence and trust in suboradinates, usually try to
make use of subordinates ideas and opinons use reward for motivation
with occasional punishment and some participation engage in
communication flow both down and up make broad policy and
general decisions at the top while allowing specific decisions to be
make at lower levels and act consultatively in other ways.
S"stem (1 Participati,e/2ro$p: (anagers have complete turst and
confidence in subordinates in all matters4 they always get ideas and
opinions from subordinates and contructively use them. They also
give economic rewared on the basis of group participation and
involvement in such areas as setting goals and appraising progress
toward goals. They engage in much communication down and up and
with peers, encourage decision making throughout the organiation
and operate among themselves and with their subordinates as a group.
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Sa!"asachi #os$
"ecturer of #$A
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Sa!"asachi #os$ ! "ecturer, #epartment of $usiness Administration <