Planning

1. Planning

2. MEANING plan is a course of action to be taken in future. It is a pre decided course of action . Planning is the process of deciding in advance what is to be done , how it is to be done , where , when and whom . It involves determination of objectives to be achieved as well as the activities required to achieve the objectives.

3. DEFINE • The planning of action is at one and the same time the result envisaged, the line of action to be followed , the stages to go through and the methods to use. - HENRI FAYOL • Planning is fundamentally a mental predisposition to d0 things in an orderly way , to think before and to act in the light of the fact rather than of guesses. - L.F.URWICK

4. Features of planning • Planning is goal oriented: it seeks to achieve certain objectives and all plans are linked with the goal of the organization. So planning is purposeful. • Planning is future oriented: it is based on the proverb “ look before you leap”. It is essential to predict future. • Planning is primary function :planning saves as the basis for another functions of management. Planning provides the foundation for managerial action to achieve the specify goals of organization.

5. Planning is continuous process: planning is on going process it is prepared for a specific period of time . At the end of the period , new plans have to be prepared. similarly as condition changed the existing plans to be revised. • Planning aims at efficiency and effectiveness: plans are prepared to achive the objectives in the best way.sound planning leads to accomplishment of desired objectives at the minimum possibility cost

6. Importance of planning • MAKING OBJECTIVES CLEAR : planning makes goal clean and specific . It focus to attain the organizational goal and also serve guide for deciding what actions should be taken • Help organization a right path :Employees can understand how their action relate to organizational goals . It provides orderly efforts towards the goals .

7. It reduced risk and uncertainty : It helps to predict future events and prepare to face the unexpected events . It helps manager to identify the potential danger and steps take to over come them. • It improve efficiency of operations : planning involved selection of best possible course of action. It helps to achieve optimum utilization of available resources. • Provides the basis of control : planning makes control meaningful and effective. A comparison of performance with the desired results helps to identify the deviations and to take corrective steps to make the events confirm to plans

8. Limitation of planning • Dynamic conditions act as a limitation of planning :the assumption on which planning is based may not hold good and the condition under which plans are being implemented may differ from the assumed conditions. • Availability of time is a limiting factor planning :some times it causes delay in taking action .at emergency situation in business require promotion action and allow little time for thinking • Cost involved in planning : planning is a costly process. A good ideal time , energy and money is involved in gathering of facts and testing of various alternatives.

9. The Government from time to time will be constraint on managerial decision. • Procedure , rules and policies once established are difficult to change . • Some person are psychologically opposed to planning as they consider the present more important than the future.

10. Set Goals DevelopCommitment DevelopEffective Action Plans TrackProgress Toward Goal Achievement MaintainFlexibility Revise existing planorBegin new planning process How to Make a Plan That Works 2

11. Specific S.M.A.R.T. • Measurable • Attainable • Realistic • Timely Setting Goals 2.1

12. Step 1. DEFINE THE TASK What would we need to know about theassignment before we accept? • All the facts and figures: where, when, how, what and who • The objective or goal of the assignment:what we are trying to accomplish

13. Step 2. IDENTIFY RESOURCES When we consider the resources needed and available, we need to ask ourselves: • What resources do we need to accomplish the task? • What do we already have? • Where do we get what we don’t have? • Are there any resources that requirespecial attention, advance planning,or significant expense? Are therealternatives?

14. Step 3. CONSIDER ALTERNATIVES This step relates to alternate methods and procedures for a training course. These might include: • What kind of training aids should we use? • Which technique will be best forgetting the message across? • How should we arrange the tablesand chairs?

15. Step 4. CREATE THE PLAN Creating a workable plan can be a challenge. • Training session outlines are provided in BSA training manuals. • We need to fill in the blank spaces. A written plan tells everyone concerned what is expected, and when. • It provides a permanent record that will be helpful the next time we conduct the course. • It can serve as a backdated checklist

16. Step 5. WORK THE PLAN • Be sure you are ready. • Review the previous steps. • Do it! Hold the training course. • Follow the written plan, but be flexible and make any adjustments needed.

17. Step 6. EVALUATE What should we evaluate about a training course? • Did we accomplish what we set out to do? • Will we conduct it the same way again? • If not, what changes would we make?

18. TWO TYPES OF PLANS There are two types of plans that relate to training: SHORT-RANGE PLANS LONG-RANGE PLANS

19. SHORT RANGE PLANNING : It relates to a relatively short period and has to be consistent with the long range plans . Operational planning are generally related to a short periods.

20. SHORT-RANGE PLANS • Meet a particular objective in the near future • Cover a limited area of training • Answer the question: Are we doing things right? • Should fit well within and contribute to long-range plans Some examples: • Plans for basic training sessions for new leaders who have just been recruited • Plans for a den chief training conference • Plans for training roundtable staff members

21. LONG RANGE PLANS • LONG RANGE PLANNING : long range planning sets long term goals for the enterprise and then proceeds to formulate specific plans for attaining these goals. It also involves an attempt to analyze and make decision about basic problems and issues which have significance reaching well beyond the present operating horizon of the enterprise • .

22. LONG RANGE PLANS • Cover a longer time • May include a variety of different types of training Some examples: • An annual plan, including Fast Start and basic training • Makeup training sessions • Den chief training • Regular monthly roundtables • Supplemental training • Personal coaching • Self-study

23. SHORT- AND LONG-RANGE PLANS Both short-range and long-range plans are developed using the six steps.

24. PERT CHART • A PERT chart is a graphic representation of a project’s schedule, showing the sequence of tasks, which tasks can be performed • simultaneously, and the critical path of tasks that must be completed on time in order for the project to meet its completion deadline.

25. How to use it • Identify all tasks or project components. Make sure the team includes people with firsthand knowledge of the project so that during the brainstorming session all component tasks needed to complete the project are captured. Document the tasks on small note cards. • Identify the first task that must be completed. Place the appropriate card at the extreme left of the working surface. • Identify any other tasks that can be started simultaneously with task #1. Align these tasks either above or below task #1 on the working surface.

26. How to use it • Identify the next task that must be completed. Select a task that must wait to begin until task #1(or a task that starts simultaneously with task #1) is completed. Place the appropriate card to the right of the card showing the preceding task. • Identify any other tasks that can be started simultaneously with task #2. Align these tasks either above or below task #2 on the working surface. • Continue this process until all component tasks are sequenced.

27. Identify task durations. Using the knowledge of team members, reach a consensus on the most likely amount of time each task will require for completion. Duration time is usually considered to be elapsed time for the task, rather than actual number of hours/days spent doing the work. Document this duration time on the appropriate task cards. • Construct the PERT chart. Number each task, draw connecting arrows, and add task characteristics such as duration, anticipated start date, and anticipated end date. • Determine the critical path. The project’s critical path includes those tasks that must be started or completed on time to avoid delays to the total project. Critical paths are typically displayed in red.

29. Charts: Henry Gantt

30. Planning from Top to Bottom 3 Adapted from Exhibit 5.5

31. Strategic Plans Clarify how the company will serve customers and position itself against competitors (2-5 years) Vision An inspirational statement of anorganization’s purpose (2 sentences) Mission Overall goal that unifies efforts towardits vision, stretches and challenges,and possesses a finish line andtime frame. Flows from vision. Starting at the Top 3.1

32. 5 Years 2 Years Strategic 6 months 2 years Plans Tactical 30 days Operational 6 months 0 1 2 3 4 5 6 Years Planning Time Lines 3.1

33. Bending in the Middle Tactical Plans Specify how a company will use resources, budgets, and people toaccomplish goals within its mission. (6 months to 2 years) ManagementbyObjectives Develop and carry out tactical plans • Discuss possible goals • Participatively select goals consistent with overall goals • Jointly develop tactical plans • Meet to review progress 3.2

34. Finishing at the Bottom Operational Plans Day-to-day plans for producing or delivering products and services overa 30-day to six-month period 3.3

35. Single-Use Plans Plans that cover unique, one-time-only events Standing Plans Plans used repeatedly to handle frequently recurring events. Three kinds are: policies, procedures,and rules and regulations. Budgets Quantitative planning to decide how to allocate money to accomplish company goals Kinds of Operational Plans 3.3

36. Strategic planning : It is part of functional areas of business . It involves key decisions regarding the overall goals and strategies of the enterprises . It is the process of deciding on basic goals , the resources required to achieve • Operational planning : it is also known as tactical planning or administrative planning which involves the conversion strategic plans into detailed operational programs.

37. Functional planning : It is prepared for various functional areas of business like production planning financial planning and man power planning . It serves as a guide for people in a particular department of functional areas of the enterprise.

38. Mission : explains fundamental purpose of the organization . It explains how an organization will conducts its business. • Objectives : it explains the future destination an organization wants to attain. The objectives should be clearly understand by every employees. • Policies : general rules in written statement to be followed in respective situation. Provides basic framework within which managers operate.

39. Procedures : administrative guide prescribing the sequence in which various activities are to be performed. It helps in standardizing and stream lining day to day activities. • Rules : statement of action asking subordinates to have in a particular manner. It is strictly followed by every one. it is essential for smooth operation of business. Eg :no smoking , no entry

40. SUMMARY • A well planned training course is easier to present and easier for participants to understand. • The process permits each planning step to be revisited whenever necessary. • On-going improvements make training more effective.

41. Plan your work. Work your plan.

42. Plan ahead -it wasn’t raining when Noah built the Ark