PLANNING

Planning is the primary function of management. It is the outline of the activities to be

done in the future predetermined goals. It means looking ahead and chalking out the
future course of action.

It is concerned with deciding in advance what, when, where, why, and how is to be done
and who shall do it. Thus, planning is the process of setting goals and choosing the means
to achieve those goals.

It is also defined as the process of choosing among alternatives. It is thinking before

doing. It is a preparatory step for the action that is to follow. In fact, planning is the outline
of future activities to be done for achieving predetermined goals.

According to Koontz and O'Donnell, "Planning is deciding in advance what to do, how
to do it, when to do it and who is to do it. Planning bridges gap from where we are to
where we want to go".

Importance of Planning
Planning is significant as it directs us where to go, it furnishes direction and
decreases the danger of risk by making predictions. The significant advantages
of planning are provided below:
✓ provides directions
✓ decreases the chances
✓ decreases overlapping and wasteful activities
✓ encourages innovative ideas
✓ aids decision making

Basic Principles of Planning

Planning requires scientific thinking, and it should spell out in clear terms the
definition of the purpose, analyze the problem and make a careful and diligent search for
all the facts bearing upon it. The task of planning will be well-accomplished if some
fundamental principles are followed in the process.
The important principles may be stated as follows:
1. Principle of Commitment:
This means that certain resources must be committed or pledged for the purpose
of planning. Planning is not an easy task. So, necessary help is to be taken from experts.
The enterprise must be ready to exhaust the available resources for the achievement of
a plan.
2. Principle of the Limiting Factor:
A plan involves varied factors of different importance. This principle implies that
more emphasis must be put on that factor which is scarce or limited in supply or extremely
costly. This will help in selecting the most favorable alternative.
3. Principle of Reflective Thinking:
Planning, being an intellectual activity is based on rational considerations. These
involve reflective thinking which signifies problem-solving thought process—a process by
which past experiences are superimposed on the facts of the present situation and
possible future trends. None can be a planner whose mind is not active, who does not
possess any deliberate power and whose sense of judgement is not strong.
4. Principle of Flexibility:
Though a plan is prepared after reflective thinking, this does not mean that no
departure can be made during its operation. The plan should be so prepared that there is
sufficient scope for changing it from time to time. Changes must necessarily be effected
in the plan for taking into account new developments that may take place in the course of
the operation of the plan.
5. Principle of Contribution to Enterprise Objectives:
A major plan is prepared, and it is supported by many derivative plans. But all plans
must contribute in a positive way towards the achievement of the enterprise objectives.
6. Principle of Efficiency:
A plan should be made efficient to attain the objectives of the enterprise at the
minimum cost and least effort. It must also achieve better results with the minimum of
unexpected happenings. Therefore, it is to be seen that what is expected is likely to be
achieved.
7. Principle of Selection of Alternatives:
Planning is basically a problem of choosing. The essence of planning is the choice
among alternative courses of action. There is no need for planning if there is only one
way for doing something. In choosing from alternatives, the best alternative will be that
which contributes most efficiently and effectively to the accomplishment of a desired goal.
8. Principle of Planning Premises:
A plan is prepared against some foundations or backgrounds known as ‘Planning
Premises’. There must be complete agreement among the managers in respect of
planning premises over which the structure of plan is to be framed.
9. Principle of Timing and Sequence of Operations:
Timing and sequence of operations determine the starting and finishing time for
each piece of work according to some definite schedule and give practical and concrete
shape and form to work performance.
10. Principle of Securing Participation:
To secure participation of the employees with whole-hearted co-operation in
execution of the plan, it is necessary that the plan must be communicated and explained
to them for their full understanding. This understanding provides the basis for additional
knowledge about new facts and matters to the employees. This is needed for
improvement in the quality of planning. It also ensures an obligation of the personnel of
the enterprise to execute the plan by individual and joint participation.
11. Principle of Pervasiveness:
Though major planning function is entrusted to the top management, it is not
restricted to the top level only. It is a function of every manager at every level in the
organization.
12. Principle of Strategic Planning:
Strategic planning is essential where there is competition. It is prepared in the light
of what the competitors are intending to do. Planners must take into account the strategies
of the rival organizations, otherwise the planning projection may land them in trouble.
13. Principle of Innovation:
A good system of planning should be responsive to the opportunities for
innovation. Innovation consists in creating something new for increasing satisfaction of
the consumers. This may also be stated as an important strategy of business. Innovation
is a necessity for its sustaining growth in this dynamic world. Innovation is achieved
through research and development and planning is required to provide such scope.
14. Principle of Follow-up:
During execution of a plan, certain obstacles may crop up in midway and planning
may require revision, alteration or correction. This is why there must be a follow-up system
in the planning process itself. This allows timely changes in the planning and makes it
more effective.
Elements of Planning:
Planning as a managerial process consists of the following elements or
components:
1. Objectives:
The important task of planning is to determine the objectives of the enterprise.
Objectives are the goals towards which all managerial activities are aimed at. All planning
work must spell out in clear terms the objectives to be realized from the proposed
business activities. When planning action is taken, these objectives are made more
concrete and meaningful. For example, if the organizational objective is profit earning,
planning activity will specify how much profit is to be earned looking into all facilitating
and constraining factors.
2. Forecasting:
It is the analysis and interpretation of future in relation to the activities and working
of an enterprise. Business forecasting refers to analyzing the statistical data and other
economic, political and market information for the purpose of reducing the risks involved
in making business decisions and long range plans. Forecasting provides a logical basis
for anticipating the shape of the future business transactions and their requirements as
to man and material.
3. Policies:
Planning also requires laying down of policies for the easy realization of the
objectives of business. Policies are statements or principles that guide and direct different
managers at various levels in making decisions. Policies provide the necessary basis for
executive operation. They set forth overall boundaries within which the decision-makers
are expected to operate while making decisions. Policies act as guidelines for taking
administrative decisions.
In a big enterprise, various policies are formulated for guiding and directing the
subordinates in different areas of management. They may be production policy, sales
policy, financial policy, personnel policy etc. But these different policies are coordinated
and integrated in such a way that they ensure easy realizations of the ultimate objectives
of business. Policies should be consistent and must not be changed frequently.
4. Procedures:
The way each work has to be done is indicated by the procedures laid down.
Procedures outline a series of tasks for a specified course of action. There may be some
confusion between policies and procedures. Policies provide guidelines to thinking and
action, but procedures are definite and specific steps to thinking and action. For example,
the policy may be the recruitment of personnel from all parts of the country; but
procedures may be to advertise and invite applications, to take interviews and offer
appointment to the selected personnel.
 Thus, procedures mean definite steps in a chronological sequence within the area
chalked out by the policies. In other words, procedures are the methods by means of
which policies are enforced. Different procedures are adopted in different areas of
business activities. There may be production procedure, sales procedure, purchase
procedure, personnel procedure etc.
Production procedure involves manufacturing and assembling of parts; sales
procedure relates to advertising, offering quotations, securing and execution of orders;
purchase procedure indicates inviting tenders, selecting quotations, placing orders,
storing the goods in go-down and supplying them against requisition to different
departments and personnel procedure is the recruitment, selection and placement of
workers to different jobs.
5. Rules:
A rule specifies necessary course of action in a particular situation. It acts as a
guide and is essentially in the nature of a decision made by the management authority.
This decision signifies that a definite action must be taken in respect of a specific situation.
The rules prescribe a definite and rigid course of action to be followed in different business
activities without any scope for deviation or discretion.
Any deviation of rule entails penalty. Rule is related to parts of a procedure. Thus,
a rule may be incorporated in respect of purchase procedure that all purchases must be
made after inviting tenders. Similarly, in respect of sales procedure, rule may be enforced
that all orders should be confirmed the very next day.
6. Programs:
Programs are precise plans of action followed in proper sequence in accordance
with the objectives, policies and procedures. Programs, thus, lead to a concrete course
of inter-related actions for the accomplishment of a purpose. Thus, a company may have
a program for the establishment of schools, colleges and hospitals near about its
premises along with its expanding business activities.
Programs must be closely integrated with the objectives. Programming involves
dividing into steps the activities necessary to achieve the objectives, determining the
sequence between different steps, fixing up performance responsibility for each step,
determining the requirements of resources, time, finance etc. and assigning definite
duties to each part.
7. Budgets:
Budget means an estimate of men, money, materials and equipment in numerical
terms required for implementation of plans and programs. Thus, planning and budgeting
are inter-linked. Budget indicates the size of the program and involves income and outgo,
input and output. It also serves as a very important control device by measuring the
performance in relation to the set goals. There may be several departmental budgets
which are again integrated into the master budget.
8. Projects:
A project is a single-use plan which is a part of a general program. It is part of the
job that needs to be done in connection with the general program. So a single step in a
program is set up as a project. Generally, in planning a project, a special task force is
also envisaged.
It is a scheme for investing resources which can be analyzed and appraised
reasonably and independently. A project involves basically the investment of funds, the
benefits from which can be accrued in future. Examples of such investment may be
outlays on land, building, machinery, research and development, etc. depending upon the
situation.
9. Strategies:
Strategies are the devices formulated and adopted from the competitive standpoint
as well as from the point of view of the employees, customers, suppliers, and government.
Strategies thus may be internal and external. Whether internal or external, the success
of the plans demands that it should be strategy oriented.
The best strategy of planning from the competitive standpoint is to be fully informed
somehow about the planning ‘secrets’ of the competitors and to prepare its own plan
accordingly. Strategies act as reserve forces to overcome resistances and reactions
according to circumstances. They are applied as and when required.

Types of Plans in General:

1. Reactive Plans are developed as a result of crisis. A particular problem may occur
for which the department has no plan and must quickly develop one, sometimes without
careful preparation.
2. Proactive Plans are developed in anticipation of problems. Although not all police
problems are predictable, many are, and it is possible for a police department to prepare
a response in advance.
3. Visionary Plans are essential statements that identify the role of the police in the
community and the future condition or state to which the department can aspire. A vision
may also include a statement of values to be used to guide the decision-making process
in the department.
4. Strategic Plans are designed to meet the long-range, overall goals of the
organization. Such plans allow the department to adapt anticipated changes or develop
a new philosophy or model of policing (e.g. community policing). One of the most
important aspects of strategic planning is to focus on external environmental factors that
affect the goals and objectives of the department and how they will be achieved. Important
environmental factors include personnel needs, population trends, technological
innovations, business trends and demand, crime problems, and community attitudes.
5. Operational Plans are designed to meet the specific tasks requires to implement
strategic plans. There are four types of operational plan:
a. Standing Plans provide the basic framework for responding to organizational
problems. The organizational vision and values, strategic statement, policies, procedures,
and rules and regulations are examples of standing plans. Standing plans also include
guidelines for responding to different types of incidents; for example, a civil disturbance,
hostage situation, crime in progress, and felony car stops.
b. Functional Plans include the framework for the operation of the major
functional units in the organization, such as patrol and investigations. It also includes the
design of the structure, how different functions and units are to relate and coordinate
activities, and how resources are to be allocated.
c. Operational-efficiency, effectiveness, and productivity plans are essentially
the measures or comparisons to be used to assess police activities and behavior
(outputs) and results (outcomes). If one of the goals of the police department is to reduce
the crime rate, any change that occurs can be compared to past crime rates in the same
community or crime in other communities, a state, or the nation. If the crime rates were
reduced while holding or reducing costs, it would reflect an improvement not only in
effectiveness but also in departmental productivity.
d. Time-specific Plans are concerned with specific purpose and conclude when
an objective is accomplished or a problem is solved. Specific police programs or projects
such as drug crackdown, crime prevention program, and neighborhood clean-up
campaign are good examples of time-specific plans.