Jamnalal Bajaj Institute of Management Studies

(An Autonomous Institute)

University of Mumbai

Group Presentation
on
Managers as Decision Makers, Foundations of Planning, Strategic
Management, Planning Tools and Techniques
By- Group 11
1. SUDIPTA GHOSH (21-F-236) 4. SIMRAN MORE (21-F-313)
2. YASHWANT HARMALKAR (21-F- 5. BHUMIKA CHAURASIA (21-F-211)
242) 6. ABHISHEK SINGH (21-F-350)
3. HARSHIT GALA (21-F-232)
 Foundation of Planning

Presented by

SUDIPTA GOSH
ROLL NO: 21-F-236

Source: Stephen P. Robbins, Mary Coulter - Management (11th Edition) (2010, Pearson Education) - libgen.lc
from page no: 202-215
Planning: The What, How & What ?
Planning defines the
It is the integration
organization’s goals,
between the “what” and It is called Primary
establishing strategies
“how” of the Management Function.
for achieving those
organization.
goals.

Reasons for planning :

Providing direction to managers & non managers alike.
Reduces uncertainty by anticipating change.
Minimises waste and redundancy.
Establishes goals and standards in controlling.
How to plan ?

Traditional Traditional
Various Planning is a more Approach is more
Bottom up
approaches to formal approach structured and
Approach is
Planning where as bottom rigid. Generally,
unconventional,
:Traditional vis-à- up approach traditional plan has
intuitive and more
vis Bottom Up involves more written record and
out of the box.
Planning. stakeholders and is circulated amongst
more democratic. employees.
Various categories of planning:

Planning can be based on

There are strategic plans Planning based on direction;
duration ; long term, short
keeping the entire either there are clearly Planning based on usage;
term & intermediate. Long
organization in mind. There defined plans with no room there are one time plans
Term Plans are anything
are operational plans for interpretation or there whereas there are ongoing
above 3 years. Short Term
dealing with a particular are flexible plans with plans for repeated activities.
Plans are for one year or
operational area, general guidelines.
less.
Two aspects of planning :
Goals Plans

• Strategic Goals
• Financial Goals
Types of • Stated goals
Goals: • Real goals
 Setting Goals & Developing Plans

Presented by

YASHWANT HARMALKAR
Roll No: 21-F-242

Source: Stephen P. Robbins, Mary Coulter - Management (11th Edition) (2010, Pearson Education) - libgen.lc
from page no: 238-245
Setting Goals & developing plans

Goals can be set either

Goals provide the direction Everything organizational through a process of “
for all management decisions members should be oriented Traditional Goal Setting “ or
and actions. towards achieving goals. by using “ Management By
Objectives (MBO) “.
Traditional Goal Management by
Setting objectives (MBO)
An approach to setting
goals in which top
managers set goals
then flow down Employees
Objective
through the
organization and
become subgoals for
each organizational
area.
MBO
Corporate
objectives Process Monitor
Performance
Means-ends chain- an Cycle
integrated network of
goals in which the
accomplishment of
goals at one level
serves as the means for Reward
achieving the goals, or Employee
ends, at the next level.
Steps in Goal Settings

Review
Results.
Write down
and
Determine communicate
the goals the Goals.
Evaluate individually
available or with input.
Review the resources.
organization’s
mission.
 Developing Plans
Contingency Factor in A Manager’s Planning
a. Manager’s Strategic plans at higher levels,
level in the
organization. Operational plans at lower levels.
b. Degree of Stable environment specific plans.
environmenta
l uncertainty. Dynamic environment; specific but flexible plans.
c. Length of Current plans affecting future commitments must
future
commitments. be sufficiently long-term to meet those
commitments.
 Approaches to Planning

A. Establishing a formal planning department.

A group of
planning
specialists who
help managers B. Involving organizational members in
write
organizational the process.
plans.
Planning is a
functional of Plans are developed by members of organizational units at various levels
management; it
should never and then coordinated with other units across the organization.
become the sole
responsibility
of planners.
Contemporary Issues in
Planning
A. Plan effectively in
Dynamic environment
• Planning in dynamic environments,
which usually means developing
plans that are specific but flexible. Its
important to continue planning even
when the environment is highly
uncertain.
B. Managers use
Environmental Scanning
• Environmental scanning help to do
better analysis of the external
environment. Other part of
environmental scanning is
competitive intelligence can be
especially helpful in finding out what
competitors are doing.
 Managers as Decision making

Presented by

HARSHIT GALA
Roll No: 21-F-232

Source: Stephen P. Robbins, Mary Coulter - Management (11th Edition) (2010, Pearson Education) - libgen.lc
from page no: 178-189
The Decision making
process

STEP FOUR
Developing
STEP TWO STEP THREE STEP FIVE
alternatives
Identifying Allocating Analyzing
STEP ONE Decision weights to the alternatives
Identifying a criteria criteria
problem
 STEP SEVEN
STEP EIGHT
Implementing the Evaluating
STEP SIX
alternative Decision
Selecting an
effectiveness
alternative
Types of problem and Decision
• Involve Goals that are clear
Structure • Involve problems which are  Programmed Decision
d Familiar (have occurred • Repetitive Decisions that can be handled by
Problem before) routine approach.
• Easily & completely defined

Procedure Rule Policy

Types of problem and Decision

• New or Unusual
Unstructured • Ambiguous or Incomplete
Problem • Problems that require custom made
solution

 Non-Programmed Decision
• Involve custom made solution
Decision making conditions

Certainty

Risk

Uncertainty
 STRATEGIC MANAGEMENT

Presented by

SIMRAN MORE
Roll No: 21-F-313

Source: Stephen P. Robbins, Mary Coulter - Management (11th Edition) (2010, Pearson Education) - libgen.lc
from page no: 222-238
What is Strategic Management ?
It is what Managers do to develop Organizational strategies.

• Planning
Strategies • Controlling
Involve • Leading
• Organizing
Why is Strategic Management Important ?

Important for 3 reasons :

It make difference It’s important for It helps Coordinate
in how well the helping Managers & Focus employee
Organizations to cope with efforts on what’s
Perform. changing situations important.
Strategic Management Process

A. Step: 1
Identify the B. Step: 2 C. Step: 3 D. Step: 4 E. Step: 5 F. Step: 6
organization’s External Internal Formulate Implement Evaluate
mission, goals Analysis Analysis Strategies Strategies Strategies
& strategies

• Opportunities • Strength
• Threats • Weaknesses

SWOT Analysis
Types of Strategies

A.
Corporate Growth Stability Renewal
Strategy

• It is the strategy
which determines
what business a
company is in or
wants to be in, and
what it wants to do
with those
businesses.
Types of Strategy & Planning
Tools and Techniques Module

Presented by

BHUMIKA CHAURASIA
Roll No: 21-F-211
Types of Strategies
Five Forces Model
B. Competitive Strategy
• Competitive Strategy is
defined as the plan of a
particular company in order
to gain competitive
advantage over its
Threat of New Entrants
competitors in the industry. Intensity
Bargaining
Bargaining
rivalry
Threat
among
power
of
power
substitutes
current
ofofSuppliers
Buyers
competitors
• Strategic Business Unit(SBUs)
Types of Strategies

C.
Functional Functional level strategies are the
actions and goals assigned to
Strategy: various departments that support
competitive strategy and corporate
strategy. These strategies specify
the outcomes to be achieved from
the daily operations of specific
departments (or functions) of
company.
Planning Tools and Techniques Module
Managers use planning tools and techniques to
help their organization be more efficient and
effective.
Techniques of Assessing the Environment
A. Environmental Scanning :
The screening of large amounts of information to anticipate and interpret changes in environment.

Competitor Intelligence: Environment Scanning activity by which organization gather

information about competitors.

B. Forecasting :
Quantitative forecasting Qualitative forecasting

C. Benchmarking :
The Search for the best practices among competitors or noncompetitors that lead to their superior performance.
 PLANNING TOOLS AND
TECHNIQUES CONTD…

Presented by

ABHISHEK U. SINGH
Roll No: 21-F-350

Source: Stephen P. Robbins, Mary Coulter - Management (11th Edition) (2010, Pearson Education) - libgen.lc
from page no: 248-259
Techniques for Allocating Resources

Linear
Scheduling programming

Breakeven
Budgeting
analysis
1. Budgeting

A. Variable budget
• Cash budget- Forecasts B. Fixed budget
cash on hand and how • Revenue budget-
much will be needed Projects future sales
• Profit budget- Combine • Expense budget- Lists
revenue and expense primary activities
budget
2. Scheduling
A. Gantt chart
A scheduling chart developed by Henry Gantt that shows actual and
planned output over a period of time.
2. Scheduling
B. Load chart
A modified Gantt chart that schedules capacity by entire departments or
specific resources.
2. Scheduling
C. PERT NETWORK
ANALYSIS

AA flowchart diagram showing the sequence

of activities needed to complete a project and
the time associated with each

The Program evaluation and review technique

(PERT) is highly appropriate for projects
involving many activities and are linked to
each other.

Developing a PERT network requires that a

manager identify all key activities needed to
complete a project, rank them in order of
occurrence, and estimate each activity’s
completion time.
3. Breakeven Analysis
Breakeven Analysis points out the relationship between revenues, costs, and profits.

A technique for identifying the point at which total revenue is just sufficient to cover total costs.
4. Linear Programming
A mathematical technique that solves
resource allocation problems.
Contemporary Planning Techniques
Define
objectives
Determine
Identifying
additional
activities and
resource
resources
requirements
B. Scenario Planning
A. Project A scenario is a consistent view of what the future is likely to be.
Compare Management Established
Developing scenarios also can be described as contingency
with
sequences planning
objectives

Determine
project Estimate time
completion for activities
date
Any Questions????