TOHAMMI M.

ABAS
PA 212 Planning and Control

1. Distinguish each the different functions of management.

 Planning - It is the basic function of management. It deals with chalking out a future course
of action & deciding in advance the most appropriate course of actions for achievement of
pre-determined goals.
 Organizing - It is the process of bringing together physical, financial and human resources
and developing productive relationship amongst them for achievement of organizational
goals.
 Staffing - It is the function of manning the organization structure and keeping it manned.
 Directing - It is that part of managerial function which actuates the organizational methods
to work efficiently for achievement of organizational purposes.
 Controlling - It implies measurement of accomplishment against the standards and
correction of deviation if any to ensure achievement of organizational goals.

2. Explain the planning process

 Setting up the objective – this where the first part for the targeting of goals or outcome of
an organization
 Developing Premises – Planning is always done keeping the future in mind, however, the
future is always uncertain. So in the function of management certain assumptions will have
to be made. These assumptions are the premises. Such assumptions are made in the form of
forecasts, existing plans, past policies, and other benchmarks.
 Listing Alternatives for Achieving Objectives -The third step of the planning process is to
identify the alternatives available to the managers. There is no one way to achieve the
objectives of the firm, there is a multitude of choices. All of these alternative courses should
be identified. There must be options available to the manager.
 Evaluation of Different Alternatives - The next step of the planning process is to evaluate
and closely examine each of the alternative plans. Every option will go through an
examination where all there pros and cons will be weighed. The alternative plans need to be
evaluated in light of the organizational objectives.
 Selecting an Alternative - the decision making stage of the planning process. Now the best
and most feasible plan will be chosen to be implemented. The ideal plan is the most
profitable one with the least amount of negative consequences and is also adaptable to
dynamic situations.
 Implement the Plan - implementation of the plan. This is when all the other functions of
management come into play and the plan is put into action to achieve the objectives of the
organization. The tools required for such implementation involve the types of plans-
procedures, policies, budgets, rules, standards etc.

3. Explain the controlling process

 Setting of Standards for performance measures - The process of control starts with the
establishment of a standard of performance. The standard of performance must be
 practically attainable and should be the basis of comparison with actual performance. The
standard of performance may either tangible or intangible.
 Measure Performance - The second step in the controlling process is the measurement of
actual performance achieved with that of planned performance. The measurement of actual
performance must be done in accordance with laid down standards. It makes measurement
easier and meaningful.
 Comparison of Actual Performance - This step of the control process focuses on the detailed
study of actual performance and comparison against standard performance. Such
comparison shows the range of deviation of actual performance with that of the standard
defined. The management needs to identify the standards deviation for various parts of
activities.
 Analyze the Cause of Deviation - A detailed study of each and every part of performance
guides in finding out the causes of deviation in actual performance. These causes gained
against the standard defined might be from the external environment, internal
environment, defects in planning, organizational defects, and others.
 Taking Remedial or Corrective Action - The last step of the control process is to take
corrective action so that actual performance should come to the level of standard
performance. The corrective action is taken when the actual performance is not in
accordance with the standard performance. The management must have a strategy to
remove limitations in the internal environment through modification and to adjust itself
with the external environment.