Unit 2:

Planning and Organizing

at Supervisory Level
Presented by
Er.Shital Bhalgat
Agenda
• Planning definition
• Importance of Planning
• Hierarchy of Plan.
• Planning at supervisor Level.
• Types of Plans.
• Roles and responsibilities of supervisor.
• Steps in Planning and detailing activities.
• Prescribing standard forms for various activities
• Budget.

Contd...
• Material Budget.
• Manpower Budget.
• Organizing at supervisor level.
• Importance of Organizing.
• Roles and responsibilities of supervisor.
• Process of organizing physical Resources.
• Span of control.
• Matching Human needs with job needs.
• Allotment of tasks to individuals.
• Establishing relationships among person working in gr
oups.
Planning definition
• According to Koontz and O’Donnel “Planning is decidin
g in advance what to do, how to do it, when to do it an
d who is to do it. It bridges the gap from where we are
and to where we want to go. It is in essence the exerci
se of foresight”.
• Planning is the first most important primary function
of management. It has been said that well plan is half
done.
• Supervisor or foreman is concerned with the direct su
pervision of the workers by planning and executing ac
tivities given by top management
• Supervisors are internally focused in planning activit
y.
• Planning may get failed if there is sudden change in
technology, narrow focus, ignorance of historical dat
a, ignoring competitors etc.
Importance of planning
• Planning is very important in all types of organizatio
n whether business or nonbusiness, private or publi
c, small or large.
• Primacy of planning.
• To minimize risk and uncertainty.
• To focus attention on objectives.
• To facilitate control.
• To increase organizational effectiveness.
Hierarchy of Plan
Planning at supervisor lev
el
• Supervisor is a person who is in charge of, and coordin
ates the activities of a group of workers engaged in rel
ated activities within a unit of an organization.
• He is responsible for getting the work done from work
ers with respect to plans and policies set by the manag
ement.
• The job of a supervisor is mainly focussed on supervisi
on which involves activities like instructing, monitoring
, guiding, and observing the workers and to ensure we
ather they are performing their duties with respect to
work assigned.
Types of plans
• Three major types of plans can helpsupervisors achi
eve their organization's goals i.e.strategic, tactical, a
nd operational.
• In addition to these three types of plans, supervisor
s/managers should also develop a contingency plan
in case if their original plans fail.
A. Operational plans
• An operational plan is one that supervisor uses to acc
omplish his or her job responsibilities.
• The specific results expected from any department, s
mall work groups, project teams and individuals are t
he operational goals.
• Operational plans can be a single‐use plan or an ongo
ing plan.
• Single‐use plans apply to activities that do not repeat
• Continuing or ongoing plans are usually made once a
nd retain their value over a period of years while und
ergoing periodic revisions and update
• B. Tactical plans
• Tactical plans are concerned with shorter time frames and
narrower scopes than are strategic plans.

• C. Strategic plan
• A strategic plan is an outline of steps designed with the g
oals of the entire organization as a whole in mind, rather t
han with the goals of specific divisions or departments.

• D. Contingency plans
• Contingency planning involves identifying alternative cour
ses of action that can be implemented if and when the ori
ginal plan is not adequate due to changing circumstances.
Role and Responsibilities
of supervisor
• Planning and Organizing.
• Provision of working conditions.
• Leadership and Guidance.
• Motivation.
• Controlling.
• Linking Pin.
• Grievance Handling.
• Reporting.
• InIntroducing new work methods .
• Enforcing Discipline .
Scope of plans for supervi
sor
• Supervisors make short-term planning which can involve sch
eduling daily activities, raw material, completing production t
argets purchasing etc.

• Supervisors look into work of his subordinates. He takes care

of work flow.

• Supervisors look after Subordinates report to him about their

work.

• Supervisors are internally focused in planning.

Steps in Planning and deta
iling activities
(1) Establishing goals/objectives:
• The section wise or department wise objectives are
planned at the lower level after determining organiza
tion objectives.
• Defining the objectives of every department is a ver
y essential.
• After this only clear-cut direction will be available to
the departments.
• Control process is very easy if the objectives are clea
rly defined.
Establishing planning premises
• Planning premises means the conditions under which
planning activities will be undertaken.
• planning premises can be classified as below:
1) Internal and External premises:
• Premises may exist within or outside the enterprise.
• 2)Tangible and Intangible premises:
• Tangible premises are those which can be quantified.
3) Controllable and non-controllable premises
• Some of the planning premises are controllable and o
thers are non-controllable
Deciding the planning perio
d
• The period or duration of plan is decided after establ
ishing planning premises.
• Some plans may vary depending upon type of objec
tive or work.
• The factors which influence the choice of a period ar
e:
• Lead time in development and commercialization of
a new product.
• Time required for recovering capital investment or th
e payback period.
Identification of alternati
ves
• A particular objective can be achieved through imp
lementing various course of actions.

• For example, an organization’s objective is to grow

further which can be achieved in several ways like e
xpanding in the same field of business or product li
ne, diversifying in other areas, joining hands with ot
her organization and so on.
Evaluation and selection of
alternative
• Evaluation of the alternatives is done to determine
which is the most appropriate course of action for a
chieving goals and objectives.

• This is done with the help of various quantitative te

chniques and operations research methods.
Developing derivative/suppo
rtive plans
• Once the plan is selected, various plans are derived
so as it supports the main plan.
•
• The supporting plans may be done for buying equip
ment, buying raw material etc.
Measuring and controlling t
he process
• We must monitor the progress of plan else it may r
esult in huge loss
• Supervisors need to check the progress of their pla
ns and accordingly take remedial action on it.
• So, process of controlling is a part of any plan.
 Prescribing standard form
s for various activities.
• Supervisor plays vital role in carrying short term plans
of organization. For that supervisor must deals with av
ailable resources, manpower by keeping customer exp
ectations in mind.
• The planning can be machine wise planning, manpowe
r planning, material flow, appropriate method for impl
ementation or any measurement.
• So, to do all these activities supervisor requires a syst
ematic documentation. Thus, prescribed form helps th
e supervisor and his team to carry out tasks very effici
ently.
1. Material Requisition For
m
• This form is used to procure material from sup
plier to factory so that production will not be s
topped. The requirement of raw material is co
mmunicated to supplier through factory.
• The material requisition form is shown as belo
w
Raw material received repor
t
• This form is used to keep record of material rec
eived. It helps supervisor to keep information a
bout weather all received material is as per the
order given.
• If quality of material is not good then such mat
erial can be returned back to the supplier.
• The form of material received report is as below
,
Raw material inter-processing form

• This form can be used for efficient management of r

aw material.
• This form can be used to handover particular raw m
aterial from one person to another person or one p
rocess to another process.
• Keeping record of material transferring can help su
pervisor to determine at which place raw material n
eed to be ordered.
Job description

• This form will give the detail idea about the job to
be performed by the work.
• It is also called as work assignment sheet
Machine Planning

• This form can be used to guide person which job is t

o be performed on which machine at which time an
d for how much time.
Issue of Tools

• This form can be used for issuing of work tools. It

will help supervisor to identify record of usage of t
ools.
• He would be able to locate tool if the same tool is
required for other work at different place.
Budget
• The budget is the plan which intends to figure out ex
pected operations revenue and expenses of an organi
zation for a future time period.
• In other words, for a business entity budgeting is the
process of preparing detailed statement of financial r
esults that are projected for a certain period of time.
• Budget is prepared to carry out various functions like
planning activities, controlling activities, developing p
rojects, testing and implementing programs etc.
Material Budget
• Material budgeting refers to the procedure of preparing ma
terial or purchase budget in terms of quantity and money v
alue of materials to be procured in a specified time period.
• It also analyses the material requirement.
• A material budget shows the quantity of each type of raw
material required by months or quarters to produce goods.
• Material to be purchased can be determined using followin
g formula,
• Materials Purchased = Materials Required + Ending Inventor
y – Beginning Inventory
• Basic concepts of Materials Budgeting.

• Direct Materials Budget.

• Material Consumption Budget.

• Material Purchase Budget.

Manpower Budget
• Manpower Planning & Budgeting serves as the foun
dation for managing an organization’s Human Reso
urce.
• It enables organizations to plan strategically to mee
t current and future manpower needs, and prevent
s unnecessary surprises in maintaining steady-state
manpower.
• The formation of manpower budget is dependent o
n production budget.
• Manpower Planning:
• Manpower planning further assists organizations by
ensuring positions is filled by the right employees wi
th the needed capabaility and appropriate planning i
s conducted to align the manpower to meet future o
rganizational goals.
• The more effective the development and execution
of the manpower plan, the more the organization is
able to leverage its Human Resources for the accom
plishment of its strategic goals.
•
Budgeting for Manpower Requ
irements
• Manpower is an important function that impacts ev
ery employee in an organization and that has a cost
.
• Budget approvals for the manpower plan of each D
epartment/Project are sought in writing from the D
epartment Head/Project Manager
• The budgeting for manpower requirement refers to
the funds that HR allocates to all HR processes ente
rprise-wide.
HR Budget
• The HR budget will include funds allocated to hiring
, salaries, benefits, talent management, training, su
ccession planning, workforce ,engagement, and em
ployee wellness planning.
• HR budgets use financial information, performance
results and historical data from every department.
ORGANIZING AT SUPERVISORY
LEVEL
• Organizing is the function of management which is f
ollowed after planning.
• Assigning the work and granting the authority to att
ain goals are two important elements in organizing
at supervisor level.
• In short, we can say that organizing is the process o
f arranging resources, allocating the work authority,
and allocating available resources among the mem
bers of an organization to achieve the organizationa
l goals.
• Organizing at supervisory level can be in the form of
• Developing job descriptions,
• Designating tasks,
• Defining responsibilities of the workers with the spe
cific skill sets needed to complete the tasks,
• Fixing locations of equipment,
• Collecting data for developing of budgets,
• Arrangement of workstations and storage areas,
• Resolving conflict among subordinates
Importance of Organizing

• It helps for optimum use of resources like man, ma

chinery & material.
• It provides adequate communication
• It stimulates creativity among workers.
• It helps to minimize wastage, confusion, corruptio
n and inefficiencies.
Roles of supervisors while org
anizing of physical resources
• Organization of physical resources is very important acti
vity.
• Supervisors have the right to give orders i.e. authority.
• The unity of command requires the workers to report on
ly to one superior.
• Workers shall be paid according to their quality of work
instead of favoring selected people of supervisor/manag
ers choice.
• Orders/instructions shall flow down through chain of co
mmand i.e. from the higher manager to the supervisor.
Process of organizing physi
cal Resources
• Determination of Objectives

• Deciding various activities

• Grouping of activities

• Assignment of responsibilities of definite persons

• Delegation of authority

• Providing physical facilities and proper environment

Effective Delegation
• A supervisor alone cannot perform all the tasks assi
gned to him. To complete the targets, the superviso
r should delegate authority.
• Delegation means division of authority and powers
downwards to the subordinate.
• Delegation is sub-allocation of powers to the subor
dinates in order to achieve efficiency in getting resu
lts
Span of Control / Supervis
ion during supervising
• Span of control is a span of supervision which depic
ts the number of employees that can be handled &
controlled effectively by a single manager.
• A manager should be able to handle what number
of employees under him should be decided.
• There are two types of span of control
• Wide Span of Control
• Narrow span of control
Matching Human need with j
ob Needs
• Matching Process:
• The supervisor must firstly identify description of jo
b to be done for the particular activity.
• The written statement which include all detailing a
bout work to be performed by worker is called as jo
b description.
• After identifying job supervisor must find right peop
le to perform defined job description.
Components of the Matching
Process
• 1. Knowledge :The person must look for the depth o
f knowledge gain by full time or part time education,
knowledge gained while working etc.

• 2. Skill : skills are related to a job or category of the j

ob. technical skill set possessed by person

• 3. Experience: Experience is gaining of knowledge a

bout working of any method or process which have
already done repeatedly or at least once before.
• 4.Personality: We must consider aspect of pers
onality along with knowledge, skills and experi
ence.
• It will determine how the particular person be
haves in different situations.
Allotment of task to the in
dividual
• Allotment of task to the individual has been done by su
pervisor.
• The process of delegation is followed for this purpose.
• In this supervisor delegates the authority to worker to p
erform particular task assigned to the worker.
• This creates the sense of responsibility at the side of wo
rker to completes the assigned task within given time.