Jann Ericka u.

jao
Abm 11-7 henry sy

What is planning?
Planning is a rational action mixed with a little of forethought. It is seen everywhere . In a business, planning is the
primary of all managerial functions as it involves deciding of future course of action. Thus, planning logically
precedes the execution of all managerial functions. Planning is the process of deciding in advance what is to be
done, where, how and by whom it is to be done. Planning as a process involves anticipation of future course of
events and deciding the best course of action. Thus, it is basically a process of ‘thinking before doing’. All these
elements speak about the futurity of an action. Koontz and O’Donnell have defined planning in terms of future
course of action. They state “that Planning is the selection from among alternatives for future courses of action for
the enterprise as a whole and each department within it.

Planning is the first and foremost function of management. It is an intellectual process of thinking resorted to
decide a course of action which helps achieve the pre-determined objectives of the organization in future. It is also
the fundamental function of management and all other function like organizing, staffing, directing and controlling
must reflect planning function of management. It is most important for higher level but this function is performed
by every manager at their respective jobs. While planning the manager projects a course of action for the future
aimed at achieving desired results for the enterprise as a whole and each department with in it.

It deals with future involves forecasting. A manager does not plan about the past but he is guided by the
performance in the process of planning it requires projecting future activities at the organization. So, we can say
that planning is forecasting and deciding in advance a course of action to be followed in the future.

Different authors have given different definitions of planning from time to time. The main definitions of planning
are as follows:

According to Alford and Beatt, “Planning is the thinking process, the organized foresight, the vision based on fact
and experience that is required for intelligent action.”

According to Theo Haimann, “Planning is deciding in advance what is to be done. When a manager plans, he
projects a course of action for further attempting to achieve a consistent co-ordinate structure of operations
aimed at the desired results.

According to Billy E. Goetz, “Planning is fundamentally choosing and a planning problem arises when an alternative
course of action is discovered.”

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.”

According to Allen, “A plan is a trap laid to capture the future.”

According to Terry, “Planning is the selecting and relating of facts and the making and using of assumptions
regarding the future in the visualization and formulation of proposed activities believed necessary to achieved
desired results.”

H. Fayol says, “Planning is deciding the best alternatives among others to perform different managerial operations
in order to achieve the pre-determined goals.”
Jann Ericka u. jao
Abm 11-7 henry sy

What is Organizing?
According to Theo Haimann  
Organizing is the process of defining and grouping the activities of the enterprises and establishing the
authority relationships among them.  In performing the organizing function, the manager defines
departments and assigns activities so that they can be most effectively executed.
According to Lows A. Allen
Organizing is the process of identifying and grouping the work to be performed defining and delegating
responsibility and authority, and establishing relationship for the purpose of enabling people to work most
effectively together in accomplishing objectives. An Organization is defined as a social structure designed
to coordinate the activities of two or more people through a division of labor and hierarchy of authority
for the achievement of a common purpose or goal.
According to Oliver Sheldon
He defines it as “the process of so combining the work which individual or groups have to perform with
facilities necessary for its execution that the duties so performed provide the best channels for official
systems. It is positive & co-ordinates application of the available efforts.”
Steps in Organizing
Identification and classification of required activities
Grouping of activities necessary for attainment of objectives
Assigning each group to a manager with the authority (delegation) necessary to supervise it
The provision for coordination horizontally (on the same organizational level) and vertically (in various
division and departments)
Purpose of Organizing
The purpose of an organization structure is to establish a form so that they may better work together to
achieve the enterprises objectives. To establish a formal system of roles that people can perform means
that the purpose of organizing is.
Grouping of activities is necessary to attain objectives
The assignment of each group to a manage with authority necessary to supervise it
Creating coordination horizontally and vertically in the enterprise structure
The purpose of organizing function of management is to create a clear environment so that everyone
knows as who is  to do what, who is responsible for what results, to remove obstacles to performance
caused by confusion and ensure certainty of assignment, to create an  environment to achieve the
efficiency of people towards the accomplishment of organization goals.

describe the nature of planning?

Jann Ericka u. jao
Abm 11-7 henry sy
The nature of planning can be highlighted by (e)Planning is the primary function.
studying its characteristics. They are as follows:
Planning logically precedes the execution of all
(a)Planning is a mental activity. other managerial functions, since managerial
activities in organizing; staffing, directing and
Planning is not a simple process. It is an
controlling are designed to support the
intellectual exercise and involves thinking and
attainment of organizational goals. Thus,
forethought on the part of the manager.
management is a circular process beginning with
(b)Planning is goal-oriented. planning and returning to planning for revision
and adjustment.
Every plan specifies the goals to be attained in
the future and the steps necessary to reach them. (f)Planning is based on facts.
A manager cannot do any planning, unless the
Planning is a conscious determination and
goal known.
projection of a course of action for the future. It
(c)Planning is forward looking. is based on objectives, facts and considered
forecasts. Thus planning is not a guess work.
Planning is in keeping with the adage, “look
before you leap”. Thus planning means looking (g)Planning is flexible.
ahead. It is futuristic in nature since it is
Planning is a dynamic process capable of
performed to accomplish some objectives in
adjustments in accordance with the needs and
future.
requirements of the situations. Thus planning
(d)Planning pervades all managerial activity. has to be flexible and cannot be rigid.

Planning is the basic function of managers at all (h)Planning is essentially decision making.

levels, although the nature and scope of planning
Planning is a choice activity as the planning
will vary at each level.
process involves finding the alternatives and the
selection of the best. Thus decision making is
the cardinal part of planning.

 The Essential nature or characteristics of planning can be highlighted by the following points.

1. Primary of Planning – The functions of management include planning, organizing, staffing, directing and controlling. It is
most basic management function. As a matter of fact all other function of management largely depends upon planning. For
example control cannot exit without planning. Organization is also setup with a plan & objectives in mind. Planning is therefore
the primary function of Management.

2. An intellectual activity – Planning involves choosing the proper course of action from among alternatives & calls for
decision-making which is an intellectual process. Change in environment bring opportunities, and involved risk as well. It is the
task of planner to take advantage of opportunities and minimize the risk.

3. A continuous function – Management is a dynamic process and planning as its function cannot be an exception to it. More
over as plans beget a number of sub-plans and since plans have to be revised in the light of changing environment, planning
becomes a continuous function of Management.

4. Planning is flexible – As already pointed out, while planning, any one of the available alternatives is selected. Planning selects
the best alternatives based on certain assumptions. There is a possibility of dead log in the functions of the management. Planning
has one more alternative to suit future situations.
Jann Ericka u. jao
Abm 11-7 henry sy
What is the characteristics of effectively worded vision statement?
By George Ambler, February 3, 2013
An effective vision is critical during the turbulent times of today. Turbulent times require fast and
effective action and this means people cannot spend time checking with an executive every time a critical
decision needs to be made. Effective vision provides the “north star” by which we can navigate in times
of uncertainty. When the sea is crashing all around and the dark of night sets in, having a north star by
which to steer the ship is a matter of life or death.
A Vision Statement Does Not a Vision Make!
A vision is a much broader concept than the stodgy vision statements one tends to find on the walls of
some corporate head office. A vision statement is not a vision. It’s just one of many ways that we can use
to express a vision.
Ask an organisation what is their vision is and the response you will get is a one liner vision statement
that sounds like a corporate slogan. These one liners usually sounds something like “one company, one
vision” or “to be the number one [place your industry, product or organisation name here] in the world”
or “to provide world class [place your industry, product or organisation name here]” I think you get the
idea.
The problem with these one liner vision statements is that they fail to fulfill the purpose of a vision, which
is to provide direction. It’s not enough to say “climb the mountain” people need to understand which
mountain and why the mountain is worth climbing?
An effective vision is much broader than a vision statement stuck up somewhere on the corporate head
office wall. Effective visions are a combination of ideas that express the following:
The organisation’s purpose, their reason for existence.
The organisation’s core values, who they are and striving to become.
The organisation’s value proposition, what makes them unique, what they are good at and why it matters.
The organisation’s strategic intent, a stretch goal and future aspirations.
The Benefits of an Effective Vision
A vision provides direction and road map into the future, it describes the type of organisations that you
want to become and how it’s unique, it creates purpose and identity.
“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders.
Instead, teach them to yearn for the vast and endless sea.” – Antoine de Saint-Exupery

Difference between goals and objectives?

Jann Ericka u. jao
Abm 11-7 henry sy