Planning is an essential managerial function undertaken at every level of an organization to determine future courses of action. The document discusses the process of planning and compares the planning approaches of two companies, Company A and Company B. While both companies followed the steps of planning, only Company A was successful because Company B's manager made several mistakes in implementation, such as failing to involve employees, link strategic plans to budgets, address resistance to change, and review plans regularly. Proper planning requires addressing these implementation factors for success.
1. Submitted To: M/S AnuradhaDogra PLANNING IN AN ORGANISATION…….. Submitted By: Pradeep Kumar MBA – 1st Year
2. WHAT IS PLANING??? Planning in organizations is both the organizational process of creating and maintaining a plan and the psychological process of thinking about the activities required to create a desired goal. We people use planning in our day to day life. Planning determines the future course of action. It requires forecasting of future situation. The main function of planning is decision making. Planning is a pervasive and continuous managerial function. Planning is undertaken at every level of the organisation. Contd…
3. NATURE OF PLANNING… planning is a rational approach Desired Status S T A T U S Planning Required Gap Current Status T1 T2 TIME
4. STEPS OF PLANNING… Establishing objectives Planning premises Perception of opportunities Establishing sequence of activities Identification of alternatives PLANING Formulating of Supporting plans Evaluation of alternatives Choice of Alternativeplans
5. PROCESS OF PLANNING… The basic purpose of my presentation is to explain the process and importance of planning with formation of two different companies
14. 2. PLANINING PREMISES : The planning premise is a set of assumptions made about the environment during a planning process. 3. IDENTIFICATION AND EVALUATION OF ALTERNATIVES: There can be different alternatives. 4. CHOOSE AN ALTERNATIVE: After evaluation next step is choosing best alternative.
15. 5. FORMULATING OF SUITABLE PLAN: After choosing best alternatives we should make a suitable plan 6. ESTABLISH SEQUENCE OF ACTIVITIES: Plan is a Performa according to it we should make a sequence of activities to achieve our goal.
16. STATUS OF BOTH COMPANIES AFTER A YEAR: Desired Status Desired Status A S T A T U S B Planning Required TIME
17. BOTH COMPANIES FOLLOW ALL STEPS OF PLANNING BUT AFTER THE FINANICNG YEAR RESULT WAS DIFFERENT FOR BOTH. A FOOD PVT LTD EARN A LOT OF PROFIT WHILE B FOODS PVT LTD COME TO FAILURE. ACTUALLY SUCCESS IS DOES NOT DEPEND ON RIGHT PROCESS ONLY BUT IT DEPENDS ON A MANAGER’S MENTALITY ALSO. HERE ARE SOME MISTAKES DONE BY B FOODS PVT LTD. :---- Mistake number 1: Stifling communication Unfortunately, manager stifle team members’ opinions which differ from his own. The results are quite predictable - loss of valuable input plus damage to team members’ buy-in. How to avoid this mistake: Allow, in fact welcome, input from all. Ask questions to encourage participation.
18.
19.
20. Mistake number 4: Resistance to change Some resist developing any strategy which calls for significant organizational change. How to avoid this mistake: when discussing a problem, ask your planning team to consider each of the following four choices: a) Is it a resource problem?b) Is it a people problem?c) Is it a process or a systems problem?d) Is it an organizational problem?
21. Mistake number 5: Putting the plan on the shelf and keeping it there The manager of B FOODS PVT LTD simply assume that once they’ve developed their strategies, those strategies will simply happen - almost automatically.No way! As Peter Drucker wiselyadvised, “Nothing happens until we reduce strategy to work.” How to avoid this mistake: Conduct quarterly reviews of your strategic plan and more frequent reviews of your action plans. Thus, you’ll link your strategies to individuals’ work assignments.
