UNIT II

PLANNING

1
 PLANNING

• According to Killen, “Planning is the Process

of deciding in advance what is to be done,
Who is to do it , how it is to done and when it
is to be done.
• According to Koontz and O’ Donnell,
“Planning is an intellectual process, conscious
determination of course of action, the basing of
decision on purpose, facts and considered
estimates.”
 Nature of Planning
• Planning is an Intellectual Process
• Planning Contributes to the Objectives
• Planning is a Primary Function of Management
• Planning Pervades Managerial Activities
• Planning is forward looking

3
 Benefits of Planning
• Reduction of Uncertainty
• Better Utilization of Resources
• Increases Organizational Effectiveness
• Reduces the Cost of Performance
• Concentration on Objectives
• Makes Control Effective
• Encouragement to Innovation
• Increase in Competitive Strength
• Improve motivation
4
 Planning Process
• Establishing objectives
• Collection and Forecasting of Information
• Development of Planning Premises
• Search of Alternatives
• Evaluation of Alternatives
• Selecting a Course of Action
• Formulating Derivative Plans
• Establishing Sequence of Activities
• Feedback or Follow-up Action
5
 Types of Planning
• Strategic Planning
• Operational Planning
• Tactical Planning
• Contingency Planning

6
 Levels of Goals/Plans

External Message
Legitimacy for
Mission
investors, customers,
Statement suppliers, community

Strategic Goals/Plans
Senior Management
(Organization as a whole)
Internal Message
Legitimacy,
Tactical Goals/Plans motivation,
Middle Management guides,
(Major divisions, functions) rationale,
standards

Operational Goals/Plans
Lower Management
(Departments, individuals)

7
 Strategic Goals and Plans

Strategic Goals
• Where the organization wants to be in the future
• Pertain to the organization as a whole

Strategic Plans
• Action Steps used to attain strategic goals
• Blueprint that defines the organizational
activities and resource allocations
• Tends to be long term
8
 Tactical Goals and Plans

●Tactical Goals
- Apply to middle management
- Goals that define the outcomes that major divisions
and departments must achieve

●Tactical Plans
-Plans designed to help execute major strategic plans
-Shorter than time frame than strategic plans

9
 Operational Goals and Plans

• Operational Goals
- Specific, measurable results
- Expected from departments, work groups, and
individuals
• Operational Plans
- Organization’s lower levels that specify action
steps toward achieving operational goals
- Tool for daily and weekly operations
- Schedules are an important component
10
 Goal Attainment
Means-end Chain
• Attainment of goals at lower levels permits
the attainment of high-level goals
• Traditional organizational responsibility
– Strategic = top management
– Tactical – middle management
– Operational = 1st line management & workers

11
 Hierarchy of Goals

Traditional Responsibility Today

Mission

Top Strategic
Management Goals

Middle Tactical
Management Goals
1st-line
Management Operational
& Workers Goals Employees

12
 Single-Use Plans
For Goals Not Likely To Be Repeated

● A program is a complex set of

objectives and plans to achieve an
important, one-time organizational goal
● A project is similar to a program, but
generally smaller in scope and
complexity
13
 Standing Plans
For Tasks Performed Repeatedly
● A policy is a general guide to action
and provides direction for people within
the organization
● Rules describe how a specific action is
to be performed
● Procedures define a precise series of
steps to be used in achieving a specific
job
14
 Contingency Plans
Specific Situations - unexpected conditions
• Identify Uncontrollable Factors
– Economic turndowns
– Declining markets
– Increases in costs of supplies
– Technological developments
– Safety accidents
• Minimize Impact of Uncontrollable
Factors
– Forecast a range of alternative responses to
most-likely high-impact contingencies
15
 Objectives
• According to George R. Terry, "A managerial
objective is the goal which prescribes definite scope
and suggests the efforts of a manager."
• In the words of Peter F. Drucker, "Objectives in the
key areas are the 'instrument panel' necessary to pilot
the business enterprise. Without them the management
flies by the 'seat of the pants' without landmarks,
without maps and without having flow route before."

16
• Objective provides a direction for the organization
goal and quality of work to be accomplished within a
given period of time.
• Objectives are the values which are to be achieved by
the organization. These objectives set by the higher
management; and every level of management, a
supervisor of a team sets the objectives and also
decides the process to achieve them. For achieving
the objectives, it is essential that the managerial
objectives are clear and definite.

17
 The main objectives of management
• To increasing organizational effectiveness.
• To achieve optimum utilization of various resources.
• To have co-ordination between various department in
the organization.
• To have co-ordination between various agencies, and
company.
• To control the material quality.
• To reduces the execution time for various activities of
the organization.
• To control the quality of workmanship.
• To manage and control economy execution 18
 Management by Objectives (MBO)
• Management by Objectives (MBO) is a process in
which a manager and an employee agree upon a set of
specific performance goals, or objectives, and jointly
develop a plan for reaching them.
• The objectives must be clear and achievable, and the
plan must include a time frame and evaluation criteria.

• For example, a salesperson might set a goal of

increasing customer orders by 15 percent in Rupees
terms over the course of a year.

19
• MBO is primarily used as a tool for strategic
planning, employee motivation, and
performance enhancement.
• It is intended to improve communication
between employees and management, increase
employee understanding of company goals,
focus employee efforts upon organizational
objectives, and provide a concrete link between
pay and performance.
• An important factor in an MBO system is its
emphasis on the results achieved by employees
rather than the activities performed in their jobs.20
 Model of the MBO Process
Step 1: Set Goals Step 2: Develop Action Plans
Corporate Strategic Goals
Departmental goals
Action Plans
Individual goals

Review Progress

Step 3:
Review Progress

Take Corrective Action

Appraise Performance
Step 4: Appraise Overall
Performance
21
 MBO Benefits and Problems

• Manager and employee • Constant change prevents

efforts are focused on MBO from taking hold
activities that will lead to • An environment of poor
goal attainment employer-employee relations
• Performance can be reduces MBO effectiveness
improved at all company • Strategic goals may be
levels displaced by operational goals
• Mechanistic organizations and
• Employees are motivated values that discourage
• Departmental and participation can harm the
individual goals are aligned MBO process
with company goals • Too much paperwork saps
MBO energy
Benefits of MBO Problems with MBO
22
 POLICY
• POLICY : A guiding principle, typically established
by senior management, which is adopted by an
organization or project to influence and determine
decisions.
• Policies are the means by which annual objectives
will be achieved. Policies include guidelines, rules,
and procedures established to support efforts to
achieve stated objectives.
• Policy means having rules and procedures in place
so people know what to do in certain situations.
Business can have policy in place so that action and
23
progress can be made.
 Business Strategy
• The definition of business strategy is a long term plan of action
designed to achieve a particular goal or set of goals or
objectives.
• Strategy is management's game plan for strengthening the
performance of the enterprise.
• It states how business should be conduct to achieve the desired
goals. Without a strategy management has no roadmap to guide
them.
• Creating a business strategy is a core management function. It
must be said that having a good strategy and executing the
strategy well, does not guarantee success. Organisations can
face unforeseen circumstances and adverse conditions through
no fault of their own.
24
 Types of Strategies
• Growth Strategy
• Product Differentiation Strategy
• Price-Skimming Strategy
• Acquisition Strategy

25
26
27
Decision Making
 DECISION MAKING

“A decision is a judgment. It is a choice between

alternatives. It is rarely a choice between right and
wrong. It is at best a choice between “almost right”
and “probably wrong”.-Drucker
“A manager by profession is a decision
maker; Uncertainty is his opponent,
overcoming it is his mission.”
 Decision Making
• Decision making is not easy

• It must be done amid

– ever-changing factors
– unclear information
– conflicting points of view

30
 Decisions and Decision Making

• Decision = choice made from available

alternatives

• Decision Making = process of

identifying problems and opportunities
and resolving them
31
The Significance of Decision Making

n Decision making is the one truly

distinctive characteristic of
managers.
n Decisions made by top managers
commit the total organization toward
particular courses of action.
The Significance of Decision Making
(cont’d)

n Decisions made by lower levels of

management implement the strategic
decisions of top managers in the
operating areas of the organization.
n Decisions invariably involve
organizational change and the
commitment of scarce resources.
 Categories of Decisions/Types

• Programmed Decisions (routine,

almost automatic process)
– Situations occurred often enough to enable decision rules to
be developed and applied in the future (There are rules or
guidelines to follow)
– Made in response to recurring organizational problems
(managers have made decision may times before)

Example: deciding to reorder office supplies

Ethical Dilemma: The No-Show Consultant

34
• Non-programmed Decisions – (Unusual
situations that have not been often
addressed)
• In response to unique, poorly defined and largely unstructured, and have
important consequences to the organization
• No rules to follow, since the decision is new
• These decisions are made based on information, and a managers intuition
and judgment
Example: should the firm invest in a new technology?
 The Decision-Making Process

Define the problem/ Setting

Searching Comparing &
managerial
For potential evaluating
Objectives by identifying the
alternatives alternatives
Limiting factors

Revise or
update Renew
objectives/pr search
oblem

Follow-up
Implementing The act
and
Take decisions of choice/select the best alternativ
control
corrective
action as
necessary
 1.Define the problem
• Identify the problem
• Define the problem
• Identify the problem separately from its
symptoms (A successful manager doesn’t just attack
symptoms; he works to uncover the factors that cause these
symptoms )

37
 Eg: Symptoms and their real causes

Symptoms Underlying Problems

Low profits/declining sales Poor market research
High cost Poor design process, poorly trained
employees
Low morale Lack of communication between
management and subordinates
High employee turnover Rate of pay too low, job design not
suitable
High rate of absenteeism Employees believe that they are not
valued

38
 Identifying the limiting factor
• Realistically, managers operate in an environment that
normally doesn’t provide ideal resources. For example-
they may lack the proper budget or may not have the
most accurate information or extra time. So they must
choose to satisfice-to make the best decision possible
with the available information, resources and time
available.

39
 2.Develop potential alternatives
• A manager should think through and
investigate several alternatives solutions
to a single problem before making a quick
decision. one of the best methods for
developing alternatives is through
brainstorming(where a group works
together to generate ideas and alternative
solutions)

40
 • Although brainstorming is the most common technique
to develop alternative solutions, managers can use
several other ways to help develop solutions. Here are
some examples-
• nominal group technique (it’s a structured meeting, with
an agenda, restricts discussion during the decision
making process)
• Delphi technique- ( participants never meet, but a group
leader uses written questionnaire to conduct the
decision making
41
 Advantages of group decision making
>Groups provide a broader perspective
>Employees are more likely to be satisfied and
to support the final decision
>opportunities for discussion help to answer
questions and reduce uncertainties for the
decision makers.

42
 3. Analyze the alternatives

>Decide the relative merits of each idea

>Identify the advantages and disadvantages of each
alternative solutions
>Perform a cost benefit analysis for each alternative
>Rank/give weights/ to each alternative
>A manager needs to evaluate each alternative in terms of-
Feasibility (can it be done)
Effectiveness (how well does it resolve the problem situation?)
Consequences ( what will be its cost to the organization?)
 4. Select the best alternative
• Decides which alternative is-
the most feasible and effective
less cost to the organization
chances of success

A manager simply selects the alternative

with
the highest probability of success
5. Implement the decision
6. Establish a control- Actions needs to be
monitored. An evaluation system should
provide feedback on how well the
decisions is being implemented, what are
the results, what adjustments are
necessary to get the results etc…
Decisions and Decision Making

• Many decisions that managers deal with

every day involve at least some degree of
uncertainty and require non-programmed
decision making
 May be difficult to make
 Made amid changing factors
 Information may be unclear
 May have to deal with conflicting points of
view
 Conditions that influence decision making
● Certainty
● all the information the decision maker needs is fully available ( DSS)
● Risk
● Non programmed decisions are tailored to the situations
● Lacks complete information
● future outcomes associated with each alternative are subject to chance
● Uncertainty
● Sometimes cant even assign probabilities
● information about alternatives and future events is incomplete
● managers may have to come up with creative approaches to alternatives
Ambiguity
● by far the most difficult decision situation
● goals to be achieved or the problem to be solved is unclear
● alternatives are difficult to define
● information about outcomes is unavailable
 Conditions that Affect the Possibility of
Decision Failure
Organizational
Problem

Low Possibility of Failure High

Certainty Risk Uncertainty Ambiguity

Programmed Nonprogrammed
Decisions Decisions

Problem
Solution
 Rational decision making
Step
model
Example

Recognizing & defining the situation A plant manager sees that

employee turnover has increased
by 5%
Identifying the alternatives The plant manager can increase
wages, increase benefits, or change
hiring standards
Evaluating the alternatives Increasing the benefits may not be
feasible. Increasing wages and
changing hiring standards may
satisfy all conditions
Selecting the best alternative Changing hiring standards will take
an extended period of time to cut
turnover, so increase wages
Implementing the chosen The plant manager may need
alternatives permission from corporate
headquarters. The HRD
establishes a new wage structure
Following up and evaluating the The plant manager notes that six
results months later turnover has dropped
to its previous level
 CONSTRAINTS OF
RATIONAL DECISION MAKING

1. PROBLEM
• Seldom consensus as to the definition of the problem.
• Differentiate fact from opinion.
• Identify what standard is violated.

2. GENERATE ALTERNATIVE SOLUTION

• The first acceptable solution is usually accepted.
• Alternatives are based on what was successful in the past.
• Specify alternatives that are consistent with goals
 CONSTRAINTS OF
RATIONAL DECISION MAKING

3. EVALUATE ALTERNATIVES
• Limited information available about each alternative.
• Satisfactory solutions, not optimal ones, are usually accepted.
• Do not evaluate main effects and side effects.

4. IMPLEMENT AND FOLLOW UP

• Resistance to change is a universal phenomenon.
• Not always clear what part of the solution should be monitored or
measured in follow-up.
Case Study
 Case Study
Harish Bhatt, a very bright and ambitious
young executive, was born and raised in
Jaipur. He graduated from a local college
and married a girl who was his class-mate.
Harish then went to Mumbai where be
received an M.B.A. He was now in the
seventh year with Birla Steel Ltd. This was
located in Jaipur
•
As part of an extension program, the board of directors of
Birla Steel decided to build a new branch plant. Bhatt was
selected to be the manager at the new plant. He was also
informed that if the new plant is a success he would be
promoted to a higher post.
The location of the new plant was to be decided by an ad
hoc committee of which Bhatt was made the chairman. In
the committee’s first meeting Bhatt explained to the
members the ideal requirements for the new plant and gave
them one month to come up with three choice locations
 Case Study- contd…..
When after a month the committee re-met,
it recommender the following cities in
order of preference: Gurgaon,?Chennai;
and Indore.
Bhatt thanked the committee members for
their fine job and told them he would like to
study the report in more depth before he
made his final decision.
 Case Study-contd….
That evening he asked his lovely wife. “Honey, how would you like to
move to Gurgaon?” Her answer was quick and sharp. “Heavens no!”
she said. “I have lived in Rajasthan all my life and am not at all
inclined to move out to gurgaon- extent ion of Delhi. That kind of life
is not for me.” Bhatt weakly protested by saying that the committee
had ranked Gurgaon as the best location for the new plant. The
second was Chennai and the third was Indore, but if you insist on
Gurgaon, you will have to by yourself.”
 Case Study-contd….

The next day Bhatt, called his committee together and

said, “Gentlemen, you should all be commended for
doing an excellent job on this report. However, after
detailed study, I am convinced that Indore will meet
the needs of our new plant better than Gurgaon or
Chennai. Therefore,the decision will be to locate the
new plant in Indore,Thank you all again for a job well
done”
•
 Case study-Questions

• Did Bhatt make a rational decision?

TOYOTA DECISION MAKING METHODS

Preferred Group
Consensus,
with full
Group authority
Consensus,
Management
Seek Group
Approval
Input, then
Decide and Fallback (if
Seek
Announce consensus not
Individual Fallback achieved)
Input, then
Decide and
Announce

Decide and
Announce

Time
 THE TOYOTA WAY

1. Thorough Consideration
• Quality of decision
• Asking why? 5 times
• Building Consensus
• Deming Cycle (PDCA)
 THE TOYOTA WAY

2. Considering Alternative Solution

• Follow set based Approach
• Different people-different set of alternatives
• Turn conflict into win / win situation
3. Presenting Decision on one page
• Proposal discussed with all
• Agreement before presentation
• One page – formal decision only formality
New Decision Approaches
for Turbulent Times

New Decision
Approaches
for Turbulent
Times