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Approaches to Resource Management
By: EKTA KAPRI
MANAGEMENT PROCESS
Management process is a process of setting
goals, planning and controlling the organizing
and leading the execution of any type of
activity.
 Management is the process of designing
and maintaining an environment in which
individual working together in groups,
efficiently accomplish selection item.
Management is the organization and
coordination of the activities in order to
achieve defined objectives.
Management involves
IMPLEMENTING
EVALUATING
 Planning involves selecting missions and
objective and the actions to achieve them.
 Planning bridges the gap from where we are to
where want to go.
 It is an intellectual demanding process, it requires
that we consciously determine courses of action
and base our decision on purpose, knowledge,
and considered estimates.
 According to Alford and Beatt, “planning is the
thinking process, the organized foresight, the
vision based on fact and experience that is
required for intelligent action.”
 According to Billy E.Goetz, “planning is
fundamentally choosing and a planning problem
arise when an alternative course of action is
discovered.”
Characteristics of the planning
 It is series of decision concerning the series
of action, so we can say that planning is
Decision making process.
 Planning is always futuristic.
 Planning focuses on achieving the objectives.
 planning is continuous
 Planning is mental exercise
 Planning is an Intellectual Process
What kind of
organization structure
to have
PLANS
Objectives and
how to achieve
them
What kind of
people we need
and when
By furnishing
standards of
control
How most
effectively to
lead people
Which helps us know
Which affects the kind
Of leadership we have
In order to ensure
success of plans
 A planner has mainly to think about the
following questions:
 (1) What to do? , (2) how to do it?
, (3)When to do it? , (4) Who
is to do it?
Establishing
objectives
Establishment
of Planning
Premises
Determining
Alternative
Courses
Evaluation
of
Alternatives
Selecting a
Course of
Action
Formulating
derivative
Plans
Feedback or
Follow-up
Action
1.Establishing objectives
Definite objectives, in fact, speak categorically about
what is to be done, where to place the initial
emphasis and the things to be accomplished by the
network of policies, procedures, budgets and
programme, the lack of which would invariably
result in either faulty or ineffective planning.
Objectives must be understandable and rational to
make planning effective.
2.Establishment of Planning Premises
 Planning premises are assumptions about the future
understanding of the expected situations. These are the
conditions under which planning activities are to be
undertaken. These premises may be internal or external.
Internal premises include organizational polices, various
resources and the ability of the organization to withstand the
environmental pressure. External premises include all factors
in task environment like political, social technological,
competitors’ plans and actions, government policies, market
conditions.
 Both internal factors and external factor should be considered
in formulating plans.
3. Determining Alternative Courses
The next logical step in planning is to determine and
evaluate alternative courses of action. It is most likely
that alternatives properly assessed may prove worthy and
meaningful. As a matter of fact, it is imperative that
alternative courses of action must be developed before
deciding upon the exact plan.
4.Evaluation of Alternatives
The available alternatives along with their strong and
weak points, planners are required to evaluate the
alternatives giving due weightage to various factors
involved. Evidently, evaluation of alternative is a must to
arrive at a decision. Otherwise, it would be difficult to
choose the best course of action in the perspective of
company needs and resources as well as objectives laid
down.
5.Selecting a Course of Action
The fifth step in planning is selecting a course of action
from among alternatives. In fact, it is the point of decision-
making-deciding upon the plan to be adopted for
accomplishing the enterprise objectives.
6.Formulating Derivative Plans
To make any planning process complete the final step is to
formulate derivative plans to give effect to and support the
basic plan. Each manager and department of the
organization is to contribute to the accomplishment of the
master plan on the basis of the derivative plans.
7.Feedback or Follow-up Action
Formulating plans and chalking out of programmes are
not sufficient, unless follow-up action is provided to see
that plans so prepared and programmes chalked out are
being carried out in accordance with the plan and to see
whether these are not kept in cold storage. It is also
required to see whether the plan is working well in the
present situation. A regular follow-up is necessary and
desirable from effective implementation and
accomplishment of tasks assigned.
type of plans
 Single use plans or long term plan
 Standing plan or short term plan
 Contingency planning
 Formal Planning
 Informal Planning
1.Single use plan or long term plan
 Also known as ‘strategic planning’ .
 Which are made and use only once.
 planning involves managers at the highest levels.
 Made in detail.
 Experience of the same can be use for future.
 Plan can be evaluate but not revised.
Ex. Celebrating the marriage ceremony, buying a
car,etc.
2.Standing plans or short term
plans
 Design to be use again and again.
 They are not as detail as single plan.
 Standing or short term plans also called as
Meta plans or tactical plans.
 Meta plans are those which are stored in
memory and called upon when ever the
situation arise.
 Meta plans opening to other plans.
 It is more concerned with current operations
3.Contingency planning
It simply means what does an organization do when
something unexpected happens or when something
needs changing. Contingency plans may cause a
manager to go back to the original planning and
look at other alternative. Contingency planning
should continue to be more important with
organizations as the world and businesses become
more complicated.
4.Formal Planning
 Formal planning usually forces managers to consider
all the important factors and focus upon both short-
and long-range consequences.
 Formal planning is a systematic planning process
during which plans are coordinated throughout the
organization and are usually recorded in writing.
5.Informal Planning
 Planning that is unsystematic, lacks coordination, and
involves only parts of the organizations called informal
planning. It has three dangerous deficiencies.
 First, it may not account for all the important factors.
 Second, it frequency focuses only on short range
consequences.
 Third, without coordination, plans in different parts of
the organization may conflict.
Factors affecting planning
 Environment
 Time
 Economic/money/budget
 Manager
 Information
 Ethics
IMPLEMENTING
EVALUATING
implementation
putting plan into action
 The Implementation Plan describes how
the information system will be deployed,
installed and transitioned into an
operational system.
 The plan is developed during the Design
Phase and is updated during the
Development Phase; the final version is
provided in the Integration and Test Phase
and is used for guidance during the
Implementation Phase.
Implementation or
execution
 Implementation is the carrying out,
execution, or practice of a plan, a
method , or any design, idea, model ,
specification, standard or policy for
doing something .
 It involves careful observation of
management .(controlling)
 It is loop between planning and
controlling.
 To start the implementing process, strategy
should respond following three questions:
?. Who will implement the strategic plan?
?. What should they do?
?. How will they perform it?
Planning – implementing
relationship
Planning and implementing have deep relationship.
Planning affects implementing. Implementing can
always influence strategies and plans. this lead to focus
on two critical points:
 Strategies are responsible for best output when
planning is done as a part of implementation that
requires basic interaction between planners and
executives.
 An important matter in a successful strategy is to review
planning and implementing. Manager should think about
implementation when they are planning.
Managment process
Creating an organization
which can implement the
strategies
Providing financial
resources
(budgeting) which can
support strategies
Establishing inter support
units
Performing leadership
strategies
Forming organization's
culture to adjust strategies
Innovating motivation and
remunerations in close
relationship with
objectives
and strategies
Forming organization's
culture to adjust strategies
Implementing Challenges
These challenges are 8 threats for implementing strategy which should be
considered positively as 8 opportunity areas, can lead to success:
 Developing a model for directing decisions or implementing
activities
 Knowing that how creating strategy can affect implementation
 Effective change management such as change culture
 Knowing that power and influence is essential for successful
implementation
 Developing structures, sharing information, coordinating and
clarifying accounts
 Developing control and feedback mechanisms
 Knowing that how a supportive culture for implementation
Implementation
strategy
4.technology
3.Organizational
culture
5.Information
system
6.Human
resource
2.Organizational
structure
1.leadership
Factors affecting implementation
There are many factors listed by different authors related to affecting factors on
implementation. We categorize and listed them as follows:
 Occurring unexpected problems
 Activities' coordination was not rightly performed
 Some competitive jobs and crisis, diverted managers
attention from implementation of strategies
 Implementing staff were not capable enough
 Subordinates were not trained effectively
 Uncontrollable external environment factor
 Managers could not be able to do leading and directing
properly
 Activities and key tasks of implementation process were
poorly defined
 There was no information system for sufficient control of
Implementation of strategies is also called practical
strategic management. The purpose of implementing
strategies is that managers and employees collaborate to
perform formulated strategic planning. In other words
implementing is the most difficult step in strategic
management process and need a kind of self controlling
too. Implementation success depends to motivating
employees which is the art of managers. It is wasteful job
if formulated strategies could never been implemented.
IMPLEMENTING
EVALUATING
Managment process

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Managment process

  • 1. Approaches to Resource Management By: EKTA KAPRI
  • 3. Management process is a process of setting goals, planning and controlling the organizing and leading the execution of any type of activity.  Management is the process of designing and maintaining an environment in which individual working together in groups, efficiently accomplish selection item. Management is the organization and coordination of the activities in order to achieve defined objectives.
  • 5.  Planning involves selecting missions and objective and the actions to achieve them.  Planning bridges the gap from where we are to where want to go.  It is an intellectual demanding process, it requires that we consciously determine courses of action and base our decision on purpose, knowledge, and considered estimates.
  • 6.  According to Alford and Beatt, “planning is the thinking process, the organized foresight, the vision based on fact and experience that is required for intelligent action.”  According to Billy E.Goetz, “planning is fundamentally choosing and a planning problem arise when an alternative course of action is discovered.”
  • 7. Characteristics of the planning  It is series of decision concerning the series of action, so we can say that planning is Decision making process.  Planning is always futuristic.  Planning focuses on achieving the objectives.  planning is continuous  Planning is mental exercise  Planning is an Intellectual Process
  • 8. What kind of organization structure to have PLANS Objectives and how to achieve them What kind of people we need and when By furnishing standards of control How most effectively to lead people Which helps us know Which affects the kind Of leadership we have In order to ensure success of plans
  • 9.  A planner has mainly to think about the following questions:  (1) What to do? , (2) how to do it? , (3)When to do it? , (4) Who is to do it?
  • 11. 1.Establishing objectives Definite objectives, in fact, speak categorically about what is to be done, where to place the initial emphasis and the things to be accomplished by the network of policies, procedures, budgets and programme, the lack of which would invariably result in either faulty or ineffective planning. Objectives must be understandable and rational to make planning effective.
  • 12. 2.Establishment of Planning Premises  Planning premises are assumptions about the future understanding of the expected situations. These are the conditions under which planning activities are to be undertaken. These premises may be internal or external. Internal premises include organizational polices, various resources and the ability of the organization to withstand the environmental pressure. External premises include all factors in task environment like political, social technological, competitors’ plans and actions, government policies, market conditions.  Both internal factors and external factor should be considered in formulating plans.
  • 13. 3. Determining Alternative Courses The next logical step in planning is to determine and evaluate alternative courses of action. It is most likely that alternatives properly assessed may prove worthy and meaningful. As a matter of fact, it is imperative that alternative courses of action must be developed before deciding upon the exact plan.
  • 14. 4.Evaluation of Alternatives The available alternatives along with their strong and weak points, planners are required to evaluate the alternatives giving due weightage to various factors involved. Evidently, evaluation of alternative is a must to arrive at a decision. Otherwise, it would be difficult to choose the best course of action in the perspective of company needs and resources as well as objectives laid down.
  • 15. 5.Selecting a Course of Action The fifth step in planning is selecting a course of action from among alternatives. In fact, it is the point of decision- making-deciding upon the plan to be adopted for accomplishing the enterprise objectives. 6.Formulating Derivative Plans To make any planning process complete the final step is to formulate derivative plans to give effect to and support the basic plan. Each manager and department of the organization is to contribute to the accomplishment of the master plan on the basis of the derivative plans.
  • 16. 7.Feedback or Follow-up Action Formulating plans and chalking out of programmes are not sufficient, unless follow-up action is provided to see that plans so prepared and programmes chalked out are being carried out in accordance with the plan and to see whether these are not kept in cold storage. It is also required to see whether the plan is working well in the present situation. A regular follow-up is necessary and desirable from effective implementation and accomplishment of tasks assigned.
  • 17. type of plans  Single use plans or long term plan  Standing plan or short term plan  Contingency planning  Formal Planning  Informal Planning
  • 18. 1.Single use plan or long term plan  Also known as ‘strategic planning’ .  Which are made and use only once.  planning involves managers at the highest levels.  Made in detail.  Experience of the same can be use for future.  Plan can be evaluate but not revised. Ex. Celebrating the marriage ceremony, buying a car,etc.
  • 19. 2.Standing plans or short term plans  Design to be use again and again.  They are not as detail as single plan.  Standing or short term plans also called as Meta plans or tactical plans.  Meta plans are those which are stored in memory and called upon when ever the situation arise.  Meta plans opening to other plans.  It is more concerned with current operations
  • 20. 3.Contingency planning It simply means what does an organization do when something unexpected happens or when something needs changing. Contingency plans may cause a manager to go back to the original planning and look at other alternative. Contingency planning should continue to be more important with organizations as the world and businesses become more complicated.
  • 21. 4.Formal Planning  Formal planning usually forces managers to consider all the important factors and focus upon both short- and long-range consequences.  Formal planning is a systematic planning process during which plans are coordinated throughout the organization and are usually recorded in writing.
  • 22. 5.Informal Planning  Planning that is unsystematic, lacks coordination, and involves only parts of the organizations called informal planning. It has three dangerous deficiencies.  First, it may not account for all the important factors.  Second, it frequency focuses only on short range consequences.  Third, without coordination, plans in different parts of the organization may conflict.
  • 23. Factors affecting planning  Environment  Time  Economic/money/budget  Manager  Information  Ethics
  • 26.  The Implementation Plan describes how the information system will be deployed, installed and transitioned into an operational system.  The plan is developed during the Design Phase and is updated during the Development Phase; the final version is provided in the Integration and Test Phase and is used for guidance during the Implementation Phase.
  • 27. Implementation or execution  Implementation is the carrying out, execution, or practice of a plan, a method , or any design, idea, model , specification, standard or policy for doing something .  It involves careful observation of management .(controlling)  It is loop between planning and controlling.
  • 28.  To start the implementing process, strategy should respond following three questions: ?. Who will implement the strategic plan? ?. What should they do? ?. How will they perform it?
  • 29. Planning – implementing relationship Planning and implementing have deep relationship. Planning affects implementing. Implementing can always influence strategies and plans. this lead to focus on two critical points:  Strategies are responsible for best output when planning is done as a part of implementation that requires basic interaction between planners and executives.  An important matter in a successful strategy is to review planning and implementing. Manager should think about implementation when they are planning.
  • 31. Creating an organization which can implement the strategies Providing financial resources (budgeting) which can support strategies Establishing inter support units Performing leadership strategies Forming organization's culture to adjust strategies Innovating motivation and remunerations in close relationship with objectives and strategies Forming organization's culture to adjust strategies
  • 32. Implementing Challenges These challenges are 8 threats for implementing strategy which should be considered positively as 8 opportunity areas, can lead to success:  Developing a model for directing decisions or implementing activities  Knowing that how creating strategy can affect implementation  Effective change management such as change culture  Knowing that power and influence is essential for successful implementation  Developing structures, sharing information, coordinating and clarifying accounts  Developing control and feedback mechanisms  Knowing that how a supportive culture for implementation
  • 34. Factors affecting implementation There are many factors listed by different authors related to affecting factors on implementation. We categorize and listed them as follows:  Occurring unexpected problems  Activities' coordination was not rightly performed  Some competitive jobs and crisis, diverted managers attention from implementation of strategies  Implementing staff were not capable enough  Subordinates were not trained effectively  Uncontrollable external environment factor  Managers could not be able to do leading and directing properly  Activities and key tasks of implementation process were poorly defined  There was no information system for sufficient control of
  • 35. Implementation of strategies is also called practical strategic management. The purpose of implementing strategies is that managers and employees collaborate to perform formulated strategic planning. In other words implementing is the most difficult step in strategic management process and need a kind of self controlling too. Implementation success depends to motivating employees which is the art of managers. It is wasteful job if formulated strategies could never been implemented.