ONIT-) Plannin eae )> The planning tg the mosk asic of alll Tronageuiol in function - See Dae Ae process by which — unanager es the geo and. digine the puhods tm» attain thie gee Ly Accovaing to (Nielhvich and Keontrz * Plarnirg on vowues Adiaching Jools and Objective and Geincn Avot in theme Onde slacision Sey in chosing the alternative Course o€ athon”. Notre of _ Planotng Whe oes % lannt i ys JB foun Ghee Pe ac feo BR ee Since plans ave made t Athiove gools 5 Biers pons omer ‘oll ee Sugnert Annidd Alp ase te achiwe % Cun the objective Opn zation : .TiSeey Armeng Wonager Tak Planning is most bosic | ere ee mareaprol’s Ante samme by the fet that the cihey faction Such 8 Odaniztrg , Stapging and tonotling Ose disianed I Support the occomp lishment OF Organisations ohective . Ls Paredes of Banna : WI at me mr aaa Planning Is unique and universal for Monager Theiv Chanattic, and Seed ae change based on Managers re but att manoge, mut have Some fuunchoy Of pignning ss * NR es Planning Should gt only be. Ryfedove fey ak alc eficient . The Efeadivenn, of; planning uote te the -@tant of = Wuhment-, but the efpidentiy — umeans tt Commbutin te She Purpose ano Objcetive «Plannin R ve nw ee - Thene ane feucrat = prodels «= Shed yal Q lannie but they aa ath very he acd OY p os é Get: The planning rvs Consuls og six. Selps Grating Ov anizationat Objective Ths wu the necunory bgioning pest ¥ the pucemfid planning and te ShoulA ~— gumaty 08 Ane foc poink HHI) the end Listing alternative for Suaching Speer * Monaser Showtd — Ast mane different alteanatves, © Sua — he objectiue « Sree! Shunphn ade ek atrate Manage, — shewlol ape dime on dented wohat might happen by . Choosing each § atternafue . and Manager showd wer Aneiy lenewladge and experi Sr Sn malting Solid Se TOT. Choosin the Bert altiinative : Manase sheuld Choose the ~ bet Course % alternate t& euoching the ebjective : ahh. Deis glass JS pame he Chosen alternative | Penny OES Ramen, pie3 Be Pur Plans inte actign : Tho wha RRR Te OV gana sation begins ts get benefe Types of | Planning ’ Qo Strategie Planning . E Ts De popuiax Oe Jeans - that hos been fev ames Mast if net AU CGO OE Spend then Hime on Strategy! < planning Shotegie planning that dafints enas Ferg tram planning that fours on the enihe oye icc ~ Grener high - Lek managers Uke emutive manages , palace and lexcly of he Ovganizazton Oe portcpata malic: Strokegic Panasis Cabegorized al ae types : is = level Planning : T+ Concerns on docidin cohich — nds a firm Should Cempele and haw a frirm Shawl enter or exut — nou Pues & Business evel Planing Te tencuns aatorth ey chew .a finn sheald onttr un UndwiGuis un whith Tt hos electool As poticipate Operating (wel. Panning: T+ Shout concern_ a Oe —_ and Salk : RMD , Angistics Busines let — Sthroctegi Tazticol Planning Tt chorvacttuze os short - term planning « Dr Thu ope eo planning a sully tonfirned within ne Yeoh ov lun , Typicatty mid - leved — rranager fnuclues —tnstead & high - (wot Mrainager and tha tape of planning Currerct Re zi Uw more Concteined With | Contingency Planning : epee oe : The BW ww tm that U equintly wed cin an Ono BI recta conee tamer pect et happens or eens nek ts Change « The On Cree do if somelns Cenctingency plannging Avidel int two pe . Criei Isis Management Rlopning Gus ba ducute Coens Hye Nee ern ee Gotan x Bit Stakehoteirs . Crisis manogent plan firmutote 2 dual ; flr exists. Negohve plan Ge a Ut fhe pewibleie aslat, ; ee = One Scenario Plans: — Scenario Plan TC 7e? , Gener fp A boxed om Swhat if = Scenand Renosio o i Some Scenan Planning awure , pt ke an Sen ove petri ie « are o ees A . {| Reduce Risk Reduce bo cedanity 8 Sfp Bers duccsion making # eu TeVE 2 BeRIECIVe Ropose | munions , goals ov Aaorcets Coe he fonm thot ore wired to suber the cS \ , ° Objchve - Missions”? aia vali, used in C mult, tntamse and occaxionol fn government: « roar? and “Taagek” one offen Carry the Nolechon OF quantative ends and Sometine the anos qualitakive alxo . Sociok Objective : +The Objective OF the pa aie Campane ov OY Gantzation hos a ihe eae fry whith =o soca u Organized * Whinwa Ahe actions and : Objective ot, the Onterpate ox Organi sation ce hough tbe against the objective ; of the Sochety , Ugal action can be take eo sf or Kagutabe 7 — # Unit “notion ghas Statement Rom o en PPPS oh Objet tae Ser foot on Declaration oF Independence,USA, FE Can eters church, pe ¥ All sou suborclinates be Steal Schocten government eye ov private entenp™ & Sheaud howe objectives whieh to supportive @ with and objective : hoamenios the — nodtonal Enterprise objective» * The pact form te Shr Ne ccd r frane SENS precept enterprises multiple objectives - % Thue are ight Gun on winich objective of perform ance ond 9eeyult hee + “Thneteron . Maket Standing . Phupieat and Financtal osunte «1 * Monager Performance and Bote 5 ie « Worker Performane and Dost a. mer ¢ COM Responsiort: porsibility ;SHetiog joe objertte : / ss Fov each Oven fon fun chon, Com pany Tolombhiey a8 ‘the fos CO! BNecewan fo Si tL there hes to be an objective . Urvivad Setting an objectian® The fellavsiog Prncple ub — followect ur aro an objectiue g to Part cutarty OraGhizaton chalA hove t do mechs abe Siuieiog ech Objective they have Sek 1 Objective have achievable . 2. Ojective howe te Support aes a A > ts Connibution PR iene elie Atsng ~tam Objective and Short ~ bom Objective oe pei fred then there mugt be indeqret velakonship Between tern 4. Objectiug hous. te be printize Un Vosioes pert oy easesCc Tee Ce 2 5. Objective note, be £ athonable and veriFiable- fheir eS Obyective have © pier our yes ult BOS 7. Objectve pet © Cammunns coe oF planning ea OF te those chorged with building plan te meet them . npengpior top paa _ re... 3. Management by Objective MBo us the process where boy the Super oy and managers the orga nizaton pint Uden Fier the oxganizak ms common gods 5 define. ue fou Cork Individual °s orved. aks Sisipansi Boe un Fear of rem Le precluced | ond Use Ahem Os guste fo opoating the unit and Conimbution of the thdtvidicals Footteus of Mp0: | = x» MBo U Contened wtin goek — Setfing and planning te Tndivicduiak manager and tuir unua + moe een oe Bo Ts ol process | & planning ond gee Jou selfing Pelee. = Supace ond th) Submdinate . | | 2 | * MBO focuses — attention Or Appropriate | Geos and plans os Mpo faults, om a ee taeate For _ Meo + Corpor ote faStantepie Review ed Pros. pee a a Je] Corvect Aon : Setfia Obiective > x To be offectue ; Maneger of coth unit nuuk yndustond . the specific objective thei sua Joo and should noo how fom chetwe 4 Tn ova a pet profil - # The Ning Oe verious ure Sub- una Ov soluchons of ongantzation sol not ony kenge fluiy spesfic Objechve of ny unit , but no ty wn atic they : eypoops te Fr Setting “the fichon Plans * % Ack — plans Specify tne action jnotdec Xs addves on och of tsp af Bani zeenat wus, Ohd & seach he wt asouate goo , be who will Complete dhe ech and how much Aime U wit} poke . Reviewing Progress : % Peiformonce (1 meogured fp dams 66 = usb) produced . — Petformance ety net effect of Undividual emp leyen "as efor Ob smodltPeck by abiltir , ws and yewlt procturceck & & Effort 940s fe dee? phe. nt emery ar empleute xed Ty petforont a spb. ae:NS ee se ee 3 Peiorenance Appreuisal : © Bibrmance appre ot Commun; a Eth employee how they core aint tuiy gore ‘ * Pepreicel (on abe Provicte frpiak- as Acermining both fholividual ond rani zationat vredning and duvclopmen® tas Aduentage : x Motivation * Better Communicotion anck Co okination % Subordinate wit have nae Cemnitnent sea Aedy objective . Disodwowdege > - ¥ lack be Aaaguacte sion gy asin & Emphavis Short tom Goats . 4+ Prov Intag Yo. . \- Manewgement yategic j ooo SWategies axe nothing out — blaming a both Predictable OA well oy cnfensthle centingenty Strategies 4s Aili bfor both Shratigies , uy Con attain Sustrinable | . | as Amar ere wel as Aosge: digantzodion > py forretoting and Trp The 3 apperopriate Competitive odwonteg ey. o Sli i) Tnpur ae Oxgonizonon : Vamous Topas Cpeople , management , technical Skills) freterching goals input of Claimant € Stakeholders, ’ employer umanager) neeel ty be elabortect . Poe by) Dnditty, Analyser: Formetstion of Shakey requees eiluation of athectinuy | he tndustoay from exctzma enMironmenk .“ors Becrints ph, Miiy “Ohetprise Profile ; © Untewpise Prope 4 usally the Aaaking point efor Actermining where Som pay Band where shautd ub a * Tep manages ditemine The beuste purpose % ON GRIN Zaher )) OVientedion Vole 1 Vista of Exerodive x7 a eae. os Reuters And teriy CnenRilont cra tae CML Important By Formustoting shakes - eo (Vv) 1, Wher uy OU business 9 ohject ve end potar ee * thee OV ganiotion ; * SNe Tntet tue Commitment Jo win The Medoy ae Ph Competive enw PPnmentevi) Lye nd er, Eon : extinal Prasonct Gnd) Putte bn Givenmeant A mutt be AK ered fo tims of fhyeat and Oppowrliinities evi) Conhnuceccs Testing and Cortina fo} Plans aaa oe aX f The Aas fy Opec! OL Strectogic gon 3: mating fo popes and prepang fer Caesteng tore Corctingeny plan . (Michel Pater) ‘Type of Sesh (Met—foiter ) 7) Cot = Aisduathip Shotegys Thi generse chadepy tou fer being Ao Ue proclucey ta & bsg Given lwel of Quality « The firm eithox Suis proact at ae avvage in pce. fer opin petit higher than thir vemick vevals | Set below average meen Y poces gain "goatee shane, an lent og price camry ~ fim Can motintain fore pbb while the Competition Antes ABBOK, , (Talent _shergth | ge ausigning Procuut Ry Ofhiciont: eas aos High huvel of expt R . © Efficient distmibubley channel DifFeventasion _Shategy A differentetion Stradesg Car fer Hu development SF product or Serica with augue . athibutt that ave alas — Ig Cuaterner. l A Cen cae Prema amount fer Ahe Sundunen | attribute au the product. ie The firm “hepes that the premiuen > Con ees exho Cost Incurred in pleas congue product Integral Shengity: | ¥ Actes ty Q ng en % Reputation efor qualita eB on Te gt SIC ane oe ne _ Aeeelopment — fears5: Deusion Making % cheite between A deisin ws & : - hi oe | attimotve anc — adaeisidn a ies one ‘ i Procss of Ciao altonahve covey A . S andk Se us a process & iclentttry a | Saselving Hem ov videndifging Ane ond telling aduantage of them There Lie Conupmney ti ck ng * Cer per ent in deeeisn mole es attainati a udgoment on procs t evaluating a chaice: a prem g Se Licting altErare- a of Decision Making » Thos axe fio Ae € duition ne po: # Progvammet and Non Programe % Shotgic D\ Torkital olwision. Progvarnmeck @) Non - Programmect Deeerim : x Programmed — clusions Se outing and sepertive And mace witiin Fomuvcork, oF orgenUorional Poticies And — Sueles * Thue pouis ane surly ong extabluhek — wwott fh advance th febiy the eee Problem On 2x Non - Prog rammedk yhat ao An - ra denne deetsigon ore = usin Problems . % Non - Crogvommect oleUion ane See Uplqves [unseat Problems fin which Vario, oltemoatives cannot he jclentiFiedt un | tyel adua MLR , Shetegic Decision ® Bosic Decision or Strategic Decision | ae pthe diction that cae most ppenarten. + Shotesie “Decisions of accion eal Gr (uciat a Majov Choice oulocation of werour ce. @nd contrbution A tre — aehievencont °F es meee Fans one. * Tatchicol Decision doy aa a OParasion OF te ned ore Jet Bee Prelate & OVPANI 2octionak Prequanctty : F Tad Heat Deitign t Jer orai tly | | * The Cutcome OF the Taki cok Aecition Ju ShorE - tan fh Notrure. caelDecision Maleing Preuss ° SSS eLop th Tolenhiy te List the Oe i outernohves eve | - Problens i — Tae the Problem’ The Ast stip wy to qecoghize the problem ank a \duuion mot oe made . Some Problem peeps jue Heat to He Preblim » bt Akiba manayer cine dhe problem * Decision roaleing & ersenRalyy o Probl og Saat] methel . Listing The Atteinative Manager shad Jute —eoutHiple gttzmativer te sotue the. pe SDevlaptng avstinphon abet aterm He : Vrosineys oft Listing ae They Aout Aind Btandard Ontivan OY We os Creative i Ade the Preteen Oe=~ atten that Can tale Loe bettreen = ma d P thy SWoovelinote Shock the best QU Neues Evaluation uv soe ene we aes oe Fax SF Selection As pot of eroliatin she ype Ast Potton ftert of cack Te We Mtn. abe xeodgh fe CdLuantege ond Asadwvaniaze « Fini Stak the bey d a ase o& okkernckive Implkment tte Chosen ive Rt the atkanobve fa ACHON. Wohetter tte fnplement Be Pax # eo, yet Fee ut Joake acon Evoked. Eofiliean We ewalrote thre olliinadive, ut new We Golo the Final Ono , Wis is otone Pebim Gy not — Selued then manase, chord Or ooree as dhe pretest omd Leote at Cs abkemabyey, with Fedbuck , TP tre Bockqround Factor OF Decision ate * R¥ske € @ Conko nity % Ambiguity * Mreronatyue .Chaat. -onenlit - — os Te2.7. PLANNING PREMISES isp (According to @. Weihrich an anticipated environment in which plans a! Giscording to C.B.Gupta, "Planning premises are the down the boundary for planning" i identified as the d a, koontz, “Planning premises are ide re expected to operate." critical factors which lay i it re ta be | Premises are the assumptions of the future environment on which plans a carried out. Premises are anticipated environment. It is to forecast sales volume, cost, political and legal environment, technological change, availability of labor. Premises are important because they give important information's about future to managers. Establishment of premises is important step in planning. Premises are the forecast of future expectations about: ) (2)(Bemographic trend: It is related with human population, its distribution, size, composition and migration. (bj Future economic business condition? - Related to business sycle. Condition of business cycle such as growth, prosperity, recession and recovery. (cl Forecast about political an f the country, (d) echnological change and innovations) (ef Resource availability) (f)(Socio cultural forces) Downloaded From : www.EasyEngineering.net| Types of Planning Premises eee Different types of planning premises are: ) 4. Internal and External Premises 2. Controllable, semi-controllable and non-controllable premises 3. Tangible and Intangible premises Internal and external premises:, internal premises originate from factors within the enterprise)(They relate to premises, Sales forecasts, personnel forecasts (skills and abilities of personnel) etc hese premises may be strengths or weaknesses of the organization, Strength represents a positive attitude which provides strategic advantage to the company over competitors and weakness is a limitation or constraint that provides strategic disadvantage. Managers analysis their strengths and weaknesses through corporate analysis and when corporate analyses (internal) is combined with environmental analyses (external), it is called SWOT analyses (Strength, Weaknesses, Opportunities. Strengths). (External premises originate from factors outside the organization These are the indirect action environmental factors (social, political, technological etc.) which affect the organizatio hey are also non- controllable premises beyond the control of the organization. Controllable, Semi- controllable and non-controllable premises: Controllable premises are those within the control of a business enterprise, Kuch as, men, Monet, materials, policies, procedure, programmers a) hey can be controlled but a business enterprise }to ensure better sales of its product) Gemi- controllable premises are those which can be partially controlled by a business enterprise like, labour position on the market.{Non-controllable premises are those that lie beyond the control of a business enterprise.) Ware, natural calamities and external environment factors are non- controllable premises. Tangible and intangible premises: Cangibie remises can be estimated in quantitative terms like, production units, cost per unit etc. intangible premises cannot be quantified, for example, good will of theleadership qualities of the managers, firm, employer- employee relationships, motivational factors that get employees to work etc. )