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.
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.