PLANNING

1. PLANNING

2. MEANING
 The first and the foremost function of management is
planning.
 planning is deciding in advance what should be done.
 It is future oriented.
 makes it possible to work systematically.

3. DEFINITION OF PLANNING
 According to Koontz and O’Donnell “Planning is
deciding in advance
 What to do? (Aim)
 How to do? (Practice)
 When to do? (Time)
 Who is to do? (Workers)
 It bridges the gap from where we are to where we
want to go”.
 Planning is deciding in advance what to do, how to
do it, when to do it, and who is to do it. It bridges
the gap from where we are to where we want to go
- Koontz and O’Donnell

4.  Planning is a mental predisposition to do things in
orderly way, to think before acting and to act in the
light of facts rather than guess - Urwick.
 Planning is deciding the best alternative among
others to perform different managerial operations in
order to achieve the predetermined goal - Henry
Fayol.
 In the words of Louis A. Allen, “Management
planning involves the development of forecasts,
objectives, policies, programmes, procedures,
schedules and budgets

5. NATURE OF PLANNING (BASIC
CHARACTERISTICS OR FEATURES OF
PLANNING)
1) Planning is the primary function of
management
2) It is goal-oriented
3) It is all-pervasive
4) It is an rational activity
5) It is future oriented
6) It requires an integrated approach
7) It is a continuous process
8) It involves decision making

6. IMPORTANCE OF PLANNING (MERITS OR
ADVANTAGES OF PLANNING)
 As the primary function of management, planning is considered
vital in every sphere of activity. The importance of planning
may be stated as following:
1. It focuses on objective
 Once the objective of the business has been fixed, the next
step is to prepare a plan for its effective accomplishment. The
enterprise objective cannot be realized overnight. It has to be
achieved gradually over a certain period.
2. It helps to avoid wastage of resources
 Planning makes it possible to make optimum use of the
available resources, namely, time, money, materials and
machines. This is possible as the employees and the
executives know beforehand what they have to do.

7. 3. It ensures efficiency as well as effectiveness
 Efficiency is ensured by doing right things and effectiveness is
achieved by doing things right. Planning helps to do not only
right things but also things right. Each department knows what
it is supposed to do well in advance as a result of planning.
4. It reduces risk and uncertainty
 Planning is for future use and future is uncertain. While
planning, future uncertainties are anticipated and adequate
provisions are made to meet or overcome the same.
5. It provides for co-ordination
 The work done in any organisation is a team-work. Different
departments participate in the process of goal attainment.
Planning makes the responsibilities of each individual and
department very clear. Thus, planning by explaining the
responsibilities of each individual and department provides
scope for co-operation and co-ordination.

8. 6. It facilitates control
 If planning is the first function of management, Control is
the last function. Planning without control is useless and
control without planning is meaningless. Control helps
the enterprise to know whether the plan has been
successfully implemented and the objective has been
achieved.
7. Planning also provides scope for decentralisation
 Dispersal of authority throughout the organisation is
what is known as decentralisation. Once the basic and
derivative plans of the enterprise have been prepared,
the next step is to explain the same to all the
subordinates who are going to perform the various tasks.

9. LIMITATIONS OF PLANNING (DRAWBACKS OR
DEMERITS OF PLANNING)
1.Uncertain Nature
2. Expensive
3. Rigidity
4. Loss of initiative
5.Ignorance of subordinates’ interests

10. PROCESS OF PLANNING (STEPS INVOLVED IN
PLANNING/STAGES IN THE PLANNING PROCESS)

11. ELEMENTS/COMPONENTS OF PLANNING:
1. Objectives
2. Strategies
3. Policies
4. Procedures
5. Rules
6. Methods
7. Schedules
8. Programmes
9. Budgets
For Repetitive activities/
Standing Plans
For Non-Repetitive
activities/ Single-use
Plans

12. FORMS OF PLANNING
1. STARTEGIC PLANNING: involves what the major
goals of the entire organisation will be and what
policies will guide the organisation in its pursuit of the
goals.
2. TACTICAL PLANNING: involves deciding specifically
how the resources of the organisation will be used to
help the organisation achieve its strategic goals.

13. FORMS OF PLANNING
 STRATEGIC PLANNING
 It decides the major goals and
policies of allocation of resources
to achieve these goals.
 It is done at higher levels of
management.
 It is long-term
 It is generally based on long term
forecast about technology, political
environment etc.
 It is less detailed because it is not
involved with day to day
operations.
 TACTICAL PLANNING
 It decides the detailed use of resources
for achieving each goal.
 It is done at lower level of management
 It is short-term
 It is generally based on the past
performance of the organisation and is
less certain.
 It is more detailed because it is
involved with day to day operations of
the organisation.

14. HOW PLANNING WORKS?
Strategic goals Strategic plans
Tactical goals
Operational goals Operational plans
The organization’s
• Purpose • Mission • Values • Directions
Tactical plans

15. KINDS OF PLANNING (ON THE BASIS OF TIME)
LONG TERM
PLANNING
MEDIUM-TERM
PLANNING
SHORT-TERM
PLANNING

16. 1. Long-term planning: Long-term planning covers a
long period in future. Eg. 5,10 or 15 years. It takes into
account all long-term economic, social and technological
factors as well as their influence on the long-term
objectives of the organisation, eg. Development of new
product.
2. Medium – term planning : Also known as
intermediate Planning It focuses on a period between 2
to 5 years, such planning is more detailed and specific
than long term planning eg., plans for purchase of
materials, sales etc.
3. Short-term planning: Such planning covers a short
period usually one year. It contains a detailed outline of
certain specific activities to be completed with a specific
time limit, e.g planning for annual production, sales etc. It
may be called activity planning.

17. ACCORDING TO THE SCOPE:
PLANNING TYPES
CORPORATE
PLANNING
DIVISIONAL
PLANNING

18. 4.Corporate Planning: Corporate planning or
organisational planning is concerned with the organisation
as a whole. It is usually long term and is done by the top
level of Management.
5. Divisional Planning: Divisional planning determines
the scope and activities of each division, eg., production,
sales, finance, personnel etc..., This plan focus on specific
functional areas of business.

19. PLANNING SKILLS
 Ability to think ahead
 Ability to define company objectives
 Ability to forecast future environmental trends
 Ability to frame correct strategies
 Ability to monitor the implementation of strategies

20. PLANNING FROM TOP TO BOTTOM

21. PLANNING TIME LINES
Years
0 1 2 3 4 5 6
Plans
Strategic
Tactical
Operational
5 Years
2 years
30 days
6 months
6 months
2 Years

22. TOOLS – PLANNING STRATEGIES
Porter’s Five
Forces Model
SWOT
Analysis

23. PORTER’S FIVE FORCES MODEL

24.  In Porter’s competitive forces model, the strategic
position of the firm and its strategies are determined not
only by competition with its traditional direct competitors
but also by four forces in the industry’s environment:
new market entrants, substitute products, customers,
and suppliers.
• Five competitive forces shape fate of firm
1. Traditional competitors
 Competitors in market space continuously devise new
products, new efficiencies, switching costs
2. New market entrants
 Some industries have low barriers to entry
• E.g. food industry vs. microchip industry
 Newer companies may have advantages
• Newer equipment, younger workforce, etc

25. 3. Substitute products and services
 Substitutes customers can purchase if your prices too high
 E.g. Internet music service vs. CDs
4. Customers
 Can customers easily switch to competitor’s products?
 Can customers force firm and competitors to compete on
price alone (transparent marketplace)
5. Suppliers
 The more suppliers a firm has, the greater control it can
exercise over suppliers

26. SWOT ANALYSIS

27.  SWOT is a state art tool to evaluate potential strengths,
weaknesses, as well as opportunities, and threats of an
organization. This analysis can show potential business
development as well as possible internal and external
business environmental changes.