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1. PRESENTED BY
AGLAIA

2. Introduction
 Planning means looking ahead and chalking out
future courses of action to be followed.
 It is a preparatory step.
 It is a systematic activity which determines when,
how and who is going to perform a specific job.
 Planning is a detailed programme regarding future
courses of action.
 It is rightly said “Well plan is half done”. Therefore
planning takes into consideration available &
prospective human and physical resources of the
organization so as to get effective co-ordination,
contribution & perfect adjustment.

3.  It is the basic management function which
includes formulation of one or more detailed
plans to achieve optimum balance of needs or
demands with the available resources.
 According to Urwick, “Planning is a mental
predisposition to do things in orderly way, to think
before acting and to act in the light of facts rather
than guesses”.
 Planning is deciding best alternative among
others to perform different managerial functions in
order to achieve predetermined goals.

4. Steps of Effective Planning
Process

5. Being Aware of Opportunities
 Awareness of opportunities in the environment
both external to and internal in the organization is
the real beginning point for planning.
At this stage, managers tend to create a foundation
from which they will develop their plans for the next
planning period.

6. Establishing Objectives
This involves determining goals or objectives for
enterprise as a whole and then for each subordinate
tier and unit.
Establishment of objectives involves determining
the same for the enterprise as a whole and for each
subordinate level or unit.

7. Developing Premises
The third step in the logical sequence of planning is
the establishment of the premises or assumptions on
which action statements are built.
The equality and success of any plan depend on the
equality of the assumptions on which it is based.
Even one wrong assumption can
produce a poor or unrealistic
decision.

8. Determining Alternative Courses
 The fourth step is to search for and find out alternative
courses of action, especially those not immediately
apparent.
Finding alternative is not the problem normally.
Reducing the number of alternatives in order to analyze
and find out the best one is the
problem.

9. Evaluating Alternative Courses
Once alternative courses of action have been
identified after seeking out alternative courses and
examining their strong and weak points, they must be
evaluated in light of how well each would help the
organization reach its goals.
Evaluating alternatives also includes
determining the costs and expected
effects of each.

10. Selecting a Course
 After identifying the alternatives and considering the
merits of each carefully, managers now shall have to
adopt a plan and select one course of action.
Managers may decide to follow several courses
instead of one best course.

11. Formulating Derivative Plans
Managers often still need to develop one or more
supportive plans to bolster their basic plan and to
explain the many details involved in reaching a broad
major plan.
derivative plans are essentially required to support the
basic or general plan.

12. Numbering Plans by Budgeting
When decisions are made and plans are set, the final
step to give meaning to them is to quantify them with
numbers converting them into budgets.

13. Types of plans
 On the basis of nature:- Strategic plans ,Tactical
plans ,Operational plans .
 One the basis of use:-Single plan, Standing plan.
 One the basis of time:-long term plan, Short term
plan.

14. Strategic Plans(based on nature)
 They are designed with the entire organization in mind
and begin with an organization's mission.
 Top-level managers, such as CEOs or presidents, will
design and execute strategic plans to paint a picture of
the desired future and long-term goals of the
organization.
 Essentially, strategic plans look ahead to where the
organization wants to be in three, five, even ten years.
 Strategic plans, provided by top-level managers, serve
as the framework for lower-level planning.

15. Tactical Plans
 Tactical plans support strategic plans by
translating them into specific plans relevant to a
distinct area of the organization.
 Tactical plans are concerned with the
responsibility and functionality of lower-level
departments to fulfill their parts of the strategic
plan.

16. Operational Plans
 They are the plans that are made by frontline, or
low-level, managers.
 All operational plans are focused on the specific
procedures and processes that occur within the
lowest levels of the organization.
 Managers must plan the routine tasks of the
department using a high level of detail.

18. Single plan (Based on use)
 Single-use plans refer to plans that address a
one-time project or event.
 The length of the plans varies, but the most
common types are budgets and project
schedules.
 The obvious advantage of a single-use plan is
that it can be very specific in how it addresses the
needs of a particular situation.

19. Standing plans
 Standing plans are plans designed to be used
again and again.
 Examples include policies, procedures, and
regulations.
 The advantage of standing plans is that they foster
unity and fairness within an organization and help
to support stated organizational values.
 Standing plans save time because managers know
in advance how to address common situations.
 It aids in the delegation of work, because
employees are already familiar with the procedures
and regulations followed by the organization.

20. Long term plan (based on the
time)
 A long-term plan is crucial to the ultimate success
of the organization.
 A long-term plan extends four to five years into the
future.
 For some industries it may took two or three years.
 After that, it becomes too difficult to predict the
future with any degree of certainty.
 Top management is responsible for the development
of the long-term plan.
 The larger and more complex the organization, the
larger and more complex the long-term plan will be
to include all of the individual departments and
functions.

21. Short term plans
 Short-term plans generally allocate resources for a
year or less.
 They may also be referred to as operational plans
because they are concerned with daily activities and
standard business operations.
 It must be monitored and updated, and this is the
role of middle- and first-level management.
 Different managerial levels have responsibility for
implementing different types of short-term plans.

22. Thank you
For more…. Mail to
aglaiaconnect2018@gmail.com