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concept and Process of Planning Concept and Process of Pla,

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d As a manager carries out h.
have to be revised or new ones have to be prepare · . . is
· . · Id I d choosing alternative plans as
functions, he continues to plan, revising his o P ans an
the need arises.
• · ls done with an eye on the future
6. Planning is Forward-look1ng-All P 1 anrunç 1 • •
· '" th future Therefore, forecasting is
Planning involves looking ahead and preparing ,or e · . d .
. · the uncertain future an making
the essence of planning. Forecasting involves assessing b
. . . · '" ecasts No plan can e prepared
provision for it. A plan is really a synthesis of various ,or ·
· . ·
without knowledge of future events. Planning rs an a em_p
tt t to see through the uncertain
PLANS
future. fd · · Objectives and how Necei
7. Planning Involves Choice Planning is basically a problem O ecisio~-making to achieve them
· . · Pl ·ng presupposes the existence of
or choosing among alternative courses of action. anni
alternatives. There 1s no need for planning I t ere is o nly one way of doing
· · · 'f h · . something ·
Plans are decisions made after evaluation of alternative courses of action.
8. Planning is an Integrated Process-Planr1ing does not just ~appen, .it has to
be initiated, Planning is a structured process and different plans constitute ª
hierarchy.
Different plans are interdependent and interrelated. Every lower level plan serves as a
means towards the end of higher plans. This is known as the 'ends-means chain'.
Planning is a time-bound concept and every plan has a definite time horizon.
9. Planning is Directed Towards Efficiency-Planning has no relevance if it
does not facilitate the achievement of objectives economically and efficiently. 2. To Offset uncerta
. environment and the organ
Need and Importance of Planning reflected in both tangible é
Planning has assumed great importance in all types of organisations-business or changes in technology, mar
non-business, private or public sector, small or large, in developed countries or developing reflect in changes in attit1
countries. The systems approach of management suggests interaction of an organisation requirements of such char
• with its environment on continÚous basis. This interaction can better be maintained action which is basically pr
through efficient planning. In fact, in today's context, the difference between successful in the environment but g
and unsuccessful organisations is because of planning activities undertaken by these. successful in achieving its
The organisation which thinks much ahead about what it can do in future, is likely to 3. To Focus Attent
succeed as compared to one whic~ fails to do so. For example, Reliance Industries objectives and direction o
Limited has achieved phenomenal growth within a short period of time because of its the organisation may not
ability to plan to take up new projects. In particular, planning contributes in the following precise definitions. For e
~~= . organisation. It is too ab:
1. Primacy of Planning-Planning precedes all other managerial functions. Since this should be defined m,
managerial operation.s in organising, staffing, directing, and controlling are designed to are made more concrete
support th~ accomplishment of organisational objectives, planning logically precedes terms so that manageria
the execution of all other managerial functions. Although all the functions intermesh in objective is profit earnlru
practice as a system of action, planning is unique in that it establishes the objectives looking into all facìlitatin
necessary for all _group effort, All other functions are performed to achieve the objectives 4. To help in Coore
set by theplanninq process. This can be presented as follows. in the orçanísatìon, real I