Develop a science for each element of a manss work which replaces the old rule of
thumb method.
Scientifically select and then train, teach, and develop the workman,whereas in the
past, he chose his own work and trained himself as best as he could.
The workers heartily cooperate with the men so as to ensure that all of the work are
done in accordance with the principles of science which has been developed.
There is an almost equal division of work and responsibility between the
management and the workmen. The management takes over all work for which they
are better fitted than the workmen, while in the past, almost all of the work and the
greater part of the responsibility were thrown upon the men.
Social scientist Max Weber, between the late 1980s and the early 1990s, propounded the
idea of bureaucracy. He was trying to find the systems that put order in the complex
industrial economy. Webers ideal bureaucracy envisaged hierarchical organisation and
delineated the lines of authority in a fixed area of activity, action on the basis of written rules,
implementation by the neutral officials, and the career advancement based on the idea of
primacy of the organisation over the individuals. His thoughts are considered in the scientific
school but transcends into behavioural science area also since he is talking about how
people should behave in an organisation and how that should be structured.
It helps the management to clarify, focus and research their businesses or projects
development and prospects.
It provides a considered and logical framework within which a business can develop
and pursue business
It offers benchmark against which the actual performance can be measured and
reviewed.
It plays a vital role in helping to avoid mistakes or recognise hidden opportunities.
In the business context, it guides the development of products, management,
finances, and the most importantly, markets and competition.
It helps in forecasting the future and makes the future visible to some extent.
It bridges between where we are and where we want to go.
Steps in Planning
Steps in Planning
Qualifying Plans by Budgeting
Formulating Plans
Selecting a Course
Evaluating Alternatives Courses
Determining Alternatives Courses
Developing Premises
Establishing Objectives
Being aware of Opportunities
1. Being aware of Opportunities This means being aware of the customer needs,
market, competition, our strengths, and weaknesses. The companies do engage in
SWOT analysis( Strength, Weaknesses, Opportunity, and Threat)
2. Establishing objectives This implies establishing what we want to be and what we
want to accomplish and when and in relation to which market segment. At the highest
level, this is done through vision and mission building.
3. Developing premises Deciding on the environment (both external and internal) in
which our plans are going to operate. Business has external environment created by
political factors to include legislation, legal framework, etc. The external analysis is
done through a process called PEST analysis (Political, Economic, Social and
technological).Pest is a framework and helps you to think systematically through the
4.
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factors that could affect. In relation to the business mission, each of the factors may
become a threat or opportunity (or of course may be neither).
Determining alternatives courses Identifying the most promising alternatives to
accomplish what we want to. This is done by combining the information about the
opportunities, threats, and own strength and weaknesses.
Evaluating alternatives courses Comparing the alternatives to find out which of
them will meet our goals and at optimal cost and profit keeping sustainability into the
mind
Selecting the course Selecting the course that we want to follow.
Formulating plans This implies making plans that support the course of action by
buying equipment, space, planning the type of HR, etc.
Qualifying plans by budgeting Identifying the cost involved, how the financial
resources will be mobilised, what is capital expenditure, what is operational
expenditure, the working capital, etc.
Democratic
Nelson and quick defines democratic leadership as a style of leadership in which the
leaders takes collaborative, responsive, interactive actions with followers concerning
the work and the work environment. The distinct characteristics are: