The systems approach views an organization as a system with interdependent parts that function as a whole. A system has inputs, a transformation process, outputs, feedback, and an environment. Planning is an important management function that involves setting objectives and determining courses of action to achieve goals. There are different types of plans including strategic plans for long-term objectives, operational plans for short-term goals, and policies, procedures, programs, and budgets to guide actions. Planning helps reduce risks, promotes coordination, and establishes standards for control.

1. Principles of Management Planning

2. SYSTEMS APPROACH

4. A system is defined as a number of interdependent parts functioning as a whole for some purpose.

7. Systems consist of numerous subsystems.

8. Each subsystem has elements, interactions with other subsystems, and objectives.

10. Laptops

11. I-phones

12. I-pods

14. South

15. East

16. WestSystem 1 College Finance Ops HR Mktg Sub-systems

18. Outputs of one subsystem become inputs to another subsystem.

21. Man: human resources, both inside and outside

22. Materials: raw material, goods (hard & software, processed or semi-finished) and services required to create the sellable end product

23. Machines: technology and expertise deployed towards the transformation process

24. Methods: systems, procedures and processes seamlessly put together for the transformation;

25. Measurement: score-keeping and in-process monitoring continuously with due feedback to keep on-course on time.

27. Society: includes the State and local governments for the improvement of quality of life of its citizens

28. Suppliers: continuity of their enterprise depends on the success of the customer enterprise

29. Customers

31. But they sink or swim together in the shorter term

33. Planning

34. Organizing

35. Staffing

36. Leading

37. Controlling

39. PLANNING

40. Planning "Planning bridges the gap from where we are to where we want to go. It makes it possible for things to occur which would not otherwise happen" - Koontz and O'Donnell.

42. Its is a rational approach to achieving pre-selected objectives - based on innovation, knowledge and purpose

44. Types of Plans Specify actions toachieve tactical plans(very short-term) OperationalPlans Steps for achieving strategic objectives(usually one year or less) TacticalPlans StrategicPlans Establish long-rangeobjectives

45. Types of Plans Mission / Purpose (Strategic Plans) The ‘reason for existence’ of an organization

46. Type of Plans Objectives/ Goals The end towards which activity of an organization is aimed, e.g. For a Business enterprise – profit, surplus creation; For an vocational NGO – to provide means of livelihood to maximum people in the area they are serving Strategies Determination of the long term objectives and adoption of a course of action Gives a frame work for linked action-plans, communicated systematically to guide thinking and actions.

47. Type of Plans Policies “Plans” that are general directional statements (or understandings) that guide/help in decision making: Repeat decisions taken ‘reflexively’; Delegation of tasks without loss of control Some discretion is permissible depending on circumstances thus encouraging initiative within limits and situational adjustments; Issues with “Policy” Seldom documented in writing Subject to interpretations

48. Type of Plans Procedures Plans that are chronological sequences of required actions: task-oriented in nature; Cuts across department boundaries (sub-systems) in an organization: e.g. attendance, applying for leave Procedures and policies are inter related: e.g. authorization for paid leave Rules Specific actions or non-actions allowing no discretion What is acceptable and what is not?

49. Type of Plans Programmes Action plans (mainly non-routine or for changed activities) including, task assignments, steps to be taken, resources to be deployed etc. to achieve a (new/renewed) goal; Primary program may require supporting programs, spreading across the enterprise; Perfect coordination between supporting & primary programs essential to avoid delays, unnecessary costs and expected roll-out. Programs are a complex of (sub)goals, policies, rules and other elements necessary for the course of action e.g. obtaining ISO certification.

50. Type of Plans Budgets A statement of expected results expressed in “Numerical terms” e.g. financial operating budget = “profit plan”; Budgets enforce precision in thinking: Making a budget is ‘planning’ by itself; Encourages innovation – a “different” way to work Budgets serve for ‘Control’: Enforces discipline in execution of plans; Instills cost consciousness; Makes people (constantly) plan!