ninth edition

STEPHEN P. ROBBINS

Lecture
10

MARY COULTER

Planning & Types of

Plans

PowerPoint Presentation by Charlie Cook

The University of West Alabama

LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

What Is Planning?

Define planning.
Types (Levels) of Planning
Strategic Planning
Intermediate Planning
Operational Planning
Planning Process/ Procedure
Barriers to Effective Planning
Planning Premises
Forecasting
Key to Planning

What Is Planning?
Planning
Planning is the primary function of management.
It focuses on the future course of action.
A primary managerial activity that specifies the objectives
to be achieved in future and selects the alternative course
of action to reach defined objectives. Thus, it involves:

Defining the organizations goals

Establishing an overall strategy for achieving those goals

Developing plans for organizational work activities.

What Is Planning?
Determination of future course of actions in advance

It is the blue print of action and operation.

Planning is intellectual process which is concerned with
deciding in advance what, when, why, how, and who shall
do the work.

Definitions:
Generally speaking, planning is deciding in advance what is
to be done
-W H Newman

Planning is deciding in advance what to do, how to do, when

to do and who is to do it. Planning bridges a gap between from
where we are to where we want to go
-Harold, Koontz and ODonnel

Planning is that function of manner in which he decides in

advance what he will do. It is a decision making process of a
special kind, its essence is futurity.
-Hayness and Massie

Why Do Managers Plan?

Purposes of Planning
Provides direction
Reduces uncertainty
Minimizes waste and redundancy
Sets the standards for controlling
Benefits of planning
Goal Focus
Minimize Uncertainty
Improve efficiency
Facilitates to Control
Innovation and Creativity
Better Coordination
Ensures Commitment
Aid to Business Success
Brings Systematization

REDUNDANCY<===>

How Do Managers Plan?

Elements of Planning
Goals (also Objectives)

Desired outcomes
organizations

for

individuals,

groups,

or

Provide direction and evaluation performance criteria

entire

Plans

Documents that outline how goals are to be accomplished

Describe how resources are to be allocated and establish

activity schedules

Types of Plans

Types of Plans
Strategic Plans
Apply to the entire organization.

Establish the organizations overall goals.

Seek to position the organization in terms of its
environment.

Cover extended periods of time.

Operational Plans
Specify the details of how the overall goals are to be
achieved.
Cover short time period.

Types of Plans (contd)

Long-Term Plans
Plans with time frames extending beyond three years

Short-Term Plans
Plans with time frames on one year or less

Specific Plans
Plans that are clearly defined and leave no room for
interpretation

Directional Plans
Flexible plans that set out general guidelines, provide
focus, yet allow discretion in implementation.
DISCRETION<===>

Exhibit 73 Specific Versus Directional Plans

Types of Plans (contd)

Single-Use Plan
A one-time plan specifically designed to meet the
need of a unique situation.

Standing Plans
Ongoing plans that provide guidance for activities
performed repeatedly.

Establishing Goals and Developing Plans

Traditional Goal Setting
Broad goals are set at the top of the organization.
Goals are then broken into sub-goals for each
organizational level.
Assumes that top management knows best because
they can see the big picture.
Goals are intended to direct, guide, and constrain from
above.
Goals lose clarity and focus as lower-level managers
attempt to interpret and define the goals for their areas
of responsibility.

Exhibit 74 The Downside of Traditional Goal Setting

Exhibit 77 Planning in the Hierarchy of Organizations

Contemporary Issues in Planning

Criticisms of Planning
Planning may create rigidity.

Plans
cannot
environments.

be

developed

for

dynamic

Formal plans cannot replace intuition and creativity.

Planning focuses managers attention on todays

competition not tomorrows survival.
Formal planning reinforces todays success, which
may lead to tomorrows failure.

Planning Process:
How does a manager Plan?
Establish objectives
Develop Strategies

Reviewing the
planning process

Determination of
premises
Determination of
alternatives

Implantation of
plans

Formulation of
derivative plans

Evaluation of
alternatives

Selecting a course
of action

Analyze Opportunities
Not a step of Planning, It is pre-step of planning.
Essential to make a successful plan.
SWOT analysis

Setting objectives
First and real starting point of planning.
Management has to define objectives in clear manner by
considering organizational resources and opportunities
because a minor mistake in setting objectives might
affect in implementation of plan.
Objectives must be specific, clear and practical.
They should be time bound and expressed in numerical
terms.

Determination of premises
Premises are the assumptions about the future in which the
planning is implemented.
They provide environment and boundaries for the
implementation of plan in practical operation.
These premises may be tangible and intangible and external.
(a) Tangible and intangible: Tangible premises involve
capital investment, unit of production, units sold, cost per unit,
time available etc. Similarly, intangible premises involve
employees moral, goodwill, motivation, managerial attitude,
etc.
(b) Internal and external: Internal premises involve
money, materials, machines and managements. In the similar
manner, external factors
involve competitors strategy,
technological change, government policy, social and cultural
beliefs etc.

Determination of alternatives
It is essential to identify all the possible hidden
alternatives. The information about alternative
courses of action may be obtained from primary
and secondary sources. There must be search
for the best alternative. The management must
develop alternatives through the support of
experienced and intellectual experts in
management sectors.

Evaluation of alternatives
Evaluate the alternatives from their expected
cost and benefits. This is the logical step to
evaluate each alternative from its plus and
minus points.
Each alternative is studied and evaluated in
terms of some common factors such as risk,
responsibility, planning premises, resources,
technology etc.

Selecting a course of action

Formulation of derivative plans:

It is essential to formulate action or derivative
plans for each step of work and to all
departments of the organization. These action
plans involve formulation of policies, rules,
schedule and budget to complete defined
objectives. Thus, formulation of derivative plans
is an essential step in planning process. It is
difficult to implement main plan without
formulation of derivative plan.

Implantation of plans
Without this step, other this procedure of plan will remain
as paper work.
This step brings all the procedure of plan into action.
For implementation plan, management has to take some
steps such as to communicate with subordinates who
initiate to plan into action; provide necessary instruction
and guidance; make arrangement of all resources like
materials, machines, money, equipments etc; make
timely supervision and control over subordinates.

Reviewing the planning process

Terms to Know

Planning
Goals
Plans
Stated goals
Real goals
Framing
Strategic plans
Operational plans
Long-term plans
Short-term plans
Specific plans

Directional plans
Single-use plan
Standing plans
Traditional goal setting
Means-ends chain
Mission
Formal planning
department

Thank You

From
[email protected]
(For any Query or Discussion write here)

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