Planning- Management Process

Useful for Nursing students both UG and PG

1. MANAGEMENT PROCESS:
PLANNING
Mr.Visanth V S
Asso. Professor
Dept. of Mental Health Nursing
Indira Gandhi College of Nursing, Amethi

2. MANAGEMENT
•Managementistheattainmentof
organizationalgoalsinaneffectiveand
efficientmannerthroughplanning,
organizing,staffing,directingand
controllingorganizationalresources.
•Aprocessisaseriesofstepsoractions
whichleadtoachieveagoalanditis
dynamic.

3. Definitions
•LouisEBoone&DavidLKurtz-Theuseof
peopleandotherresourcestoaccomplish
objectives.
•MaryParkerFollet-theactofgettingthingsdone
throughpeople.
•FrederickTaylordefinesManagementastheart
ofknowingwhatyouwanttodointhebestand
cheapestway.

4. •Able to do something.
•Able to complete some task as instructed or
self-directed.
Manage
•A person who is in charge of getting something done
•A person who is in charge of an area of the work
force
•Carries out managerial roles.
Manag
er
•The art of getting things done.
•The technique of getting goal achieved.
•The way a person runs the organization.
Management
Concepts

5. FUNCTIONS OF
MANAGEMENT

6. FUNCTIONS OF MANAGEMENT
•PLANNING
•ORGANIZING
•STAFFING
•DIRECTING
•CONTROLLING

7. PLANNING
•Planningisthefirstandfundamentalfunctionof
managementbecauseallothermanagement
functionsaredependentonit.
•Planningisdecidingwhatistobedone,whenit
istobedone,howitistobedoneandwhoisto
doit.
•Itisanorderlyprocessthatgivesorganizational
direction.

8. Definition
•
•AccordingtoWillet,“Planningistheprocess
ofdeterminingtheobjectivesofadministrative
effortandofdevisingthemeanscalculatedto
achievethem”.

9. Purposes of Planning
•Itgivesdirectiontotheorganization.™
•Itimprovesefficiencyandmeaningtowork.
•Iteliminatesduplicationofefforts.™
•Itconcentratesresourcesonimportantservices.™
•Itreducesguesswork.
•Itimprovescommunicationandcoordinationof
activities.
•Itisbasedonthepastandfuturethushelpingto
reducetheelementofchangeanddiscoverneed
forchange.

10. Nature & Characteristics of Planning

12. Nature & Characteristics of Planning
1.IntellectualProcess:Planningisamentalexercise
involvingimagination,foresightandsoundjudgment.
2.Goal-orientation:Allplanningislinkedupwithcertain
goalsandobjectives.Itfollows,therefore,thatevery
planmustcontributeinsomepositivewaytothe
accomplishmentofgroupobjectives.
3.Primaryfunction:Planningisthefirstofthe
managerialfunctions.Itprecedesallothermanagement
functions.

13. 4.Pervasiveness:Itisthejobofallmanagersinalltypesof
organization.Itisundertakenatallsegmentsandlevelsofthe
organization.
5.Uniformity:Theremaybeseparateplanspreparedin
differentlevelsintheorganization,butallthesub-plansmust
beunitedwiththegeneralplansoastomakeupa
comprehensiveplanforoperationatatime.
6.Continuity:Itisessentialthatplanningmustbea
continuousprocess.
7.Flexibility:Plansshouldnotbemaderigid.Itshouldbeas
flexibleaspossibletoaccommodateallpossiblechanges.
8.Simplicity:Theplanningshouldbesimplesothateachand
everypartofitmayeasilybeunderstoodbytheemployeesat
differentlevels,

14. 9.Precision:Thisgivestheplanningexact,
definite,andaccuratemeaninginitsscopeand
content.
10.Feasibility:Itisbasedonfactsandexperience,
andtherebyrealisticinnature.
11.ChoiceamongAlternativeCourses:Planning
involvesselectionofsuitablecourseofactionfrom
severalalternatives.
12.Efficiency:Aplanisacourseofactionthat
showspromiseofoptimizingreturnattheminimum
expenseofinputs.

15. 13.Interdependency:Thedifferent
departmentsmayformulatedifferentplans
andareinter-dependentandinter-related.
14.Forecasting:Forecastingmeans
assessingthefutureandmakingprovisionfor
it.

16. Importance of Planning
•Planning Provides the Basis of Decision
•Planning concentrates attention on the objectives of
an enterprise.
•It minimizes Uncertainty and Risk
•Adapting with Changes
•Planning focuses on efficiency and economy in
operation.
•Planning leads to achieve a coordinated structure of
operations
•Making Control Effective
•Planning ensures organizational effectiveness.

17. Principles of Planning

18. 1.PrincipleofCommitment:Thismeansthat
certainresourcesmustbecommittedorpledgedfor
thepurpose
2.PrincipleoftheLimitingFactor:Thisprinciple
impliesthatmoreemphasishastobeputonthat
factorwhichisscarceorlimitedinsupplyor
extremelycostly.ofplanning.
3.PrincipleofReflectiveThinking:Planning,
beinganintellectualactivityisbasedonrational
considerations.
4.PrincipleofFlexibility:

19. 5.PrincipleofContributiontoOrganizational
Objectives
6.PrincipleofEfficiency
7.PrincipleofSelectionofAlternatives
8.PrincipleofPlanningPremises:Aplanis
preparedagainstsomefoundationsorbackgrounds
knownas‘PlanningPremises’.
9.PrincipleofTimingandSequenceof
Operations
10.PrincipleofSecuringParticipation

20. 11.PrincipleofPervasiveness
12.PrincipleofStrategicPlanning
13.PrincipleofInnovation
14.PrincipleofFollow-up

21. Elements/Components of Planning
1.Objectives:Objectivesarebasicplans
whichdeterminegoalsorendresultsofthe
projectedactionofanenterprise.Bysetting
goals,objectivesprovidethefoundation
uponwhichstructureofplancanbebuilt.
2.Policies:Policiesarewrittenstatementsor
oralunderstanding.Policiesprovide
standingsolutionstoproblem.

22. 3.Procedures:Proceduresindicatethespecific
mannerinwhichacertainactivityistobe
performed.
4.Programme:Programmesarenecessaryforboth
repetitive(routineplanning)andnon-repetitive
(creativeplanning)courseofaction.
5.Budget:Budgetsareplanscontinuingstatements
ofexpectedresultsinnumericalitems.
6.Rules:Arulespecifiesnecessarycourseofaction
inaparticularsituation.Itactsasaguideandis
essentiallyinthenatureofadecisionmadebythe
managementauthority.

23. Steps in Planning

24. BEING AWARE OF OPPORTUNITYIN
LIGHT OF THE MARKET COMPETITION
WHAT CUSTOMERS WANT OUR
STERNGTHS OUR WEAKNESS
SETTING OBJECTIVES OR GOALS
WHERE WE WANT TO BE AND WHAT
WE WANT TO ACCOMPLISH AND
WHEN
CONSIDERING PLANNING PREMISES
IN WHAT ENVIRONMENT –INTERNAL
OR EXTERNAL-WILL OUR PLANS
OPERATE?
IDENTIFYING ALTERNATIVES
COMPARING ALTERNATIVES IN LIGHT OF
GOALS SOUGHT : WHICH ALTERNATIVE
WILL GIVE US THE BEST CHANGE OF
MEETING OUR GOALS AT THE LOWEST
COST AND HIGHEST PROFIT
CHOOSING AN
ALTERNATIVE
FORMULATING SUPPORTING
PLANS
NUMBERISING PLANS BY MAKING
BUDGETS

25. 1. Being aware of opportunities
Itprovideactualplanningandistherefor
notstrictlyapartofplanningprocess,an
awarenessofopportunitiesintheexternal
environmentaswellaswithinthe
organizationsistherealstartingpointfor
planning.Allmanagersshouldknowwhere
theystandinthelightoftheirstrengthsand
weakness.

26. 2. Establishing objectives
Establishobjectivefortheentire
enterpriseandthenforeachsubordinate
workunit.Thisistodoneforlongtermas
wellasshorttermrange.Objectivesspecify
theexpectedresultsandindicatetheend
pointsofwhatistobedone.

27. 3. Developing premises
Certainassumptionsaboutthefutureonthe
basisofwhichtheplanwillbeultimately
formulated.Planningpremisescanbeclassifiedas
Internalandexternalpremises.
Internalpremisesareskillofthelaborforce,
otherresourcesandabilitiesoftheorganizationin
theformofmachines,moneyandmethods.External
premisesincludepopulationgrowth,political
stability,sociologicalfactorsandgovernment
policies.

28. 4. Identify alternative courses
Thereisseldomaplanforwhichreasonable
alternativesdonotexistandquiteoftenan
alternativethatisnotobviousprovestobethebest.
Theplannermustusuallymakeapreliminary
examinationtodiscoverthemostfruitful
possibilities.

29. 5. Comparing Alternatives
Afterseekingoutalternativecourseand
examiningtheirstrongandweakpoints.The
nextstepisevaluatingthealternativesby
weighingtheminthelightofpremisesand
goals.

30. 6. Choosing an Alternative
Thisisthepointatwhichtheplanis
adoptedtherealpointofdecisionmaking.
Ananalysisandevaluationofalternative
coursewilldisclosethattwoormoreare
advisableandthemanagermaydecideto
followseveralcoursesrathertheonebest
course.

31. 7. Formulating Supporting Plans
Oncetheplanhasbeenformulatedits
broadgoalsmustbetranslatedintodayto
dayoperationsoftheorganization.Middle
andlowerlevelmanagersmustdraw-up
theappropriateplans,programmesand
budgetsfortheirsubunits.Thereare
describedasSupporting/derivativeplan.

32. 8. Numberizing plans by budgeting
Afterdecisionsaremadeandplansare
set,thefinalstepingivingthemmeaningand
tonumberizethembyconvertingthemto
budget.Ifdonewell,budgetbecomeameans
ofaddingtogetherthevariousplansandalso
setimportantstandardsagainstwhich
planningprogresscanbemeasured.

33. Types of Planning
1.DirectionalPlanning:Itisoftencalledpolicy
planningandisconcernedwiththebroadgeneral
directionoftheprogramme.
Eg:Statelevelplanningatdirectorateorsecretarialof
statesorunion(centre).
2.Administrativeplanning:Itisconcernedwiththe
overallimplementationofthepoliciesdevelopedand
withthemobilizationandcoordinationofthepersonnel
andmaterialavailableintheadministrativeunit.
Eg:Medicalsuperintendentofmajorhospitalare
responsibleforadministrativeplanning

34. 3.Operationalplanning:Itisconcernedwith
theactualdeliveryoftheservicetothe
community. Operationalorshortrange
planningisundertakenbymiddleorsupervisory
levelpersonnel.
Eg:Nursingpersonnelofalllevelareplanningto
deliverproperserviceeitherinhospitalor
community.

35. 4.StrategicPlanning:Usuallystrategicandlong
rangeplanningisundertakenbythetoplevel,which
involves.
Detailanalysisofstrength,weakness,opportunitiesand
threats(SWOT)oforganizationbothinternalorexternal
environment.
Developingphilosophyandformulationofpoliciesand
objectives.
Allocationofresourcesonthebasisofpriority
Evaluationofactivitiestoincreaseefficiency.
Providingproperdirectiontoavoidduplicationof
services.

36. Levels Of Planning
•Toplevelplanning
Alsoknownasoverallorstrategic
planning.Toplevelplanningisdonebythe
topmanagementthatisboardofdirectionor
governingbody.Itencompassesthelong
rangeobjectivesandpoliciesorresultsrather
thansectionalobjectives.

37. •SecondLevelPlanning
Alsoknownastacticalplanning.Itisdone
bymiddlelevelmanagersordepartmentalheads.It
isconcernedwith‘how‘ofplanning.Itdealswith
deploymentofresourcestothebestadvantage.It
concernedmainlybutnotexclusivelywithlong
rangeplanning,buttimeplanareusuallyshorter
thanthoseofstrategicplanning.

38. •ThirdlevelPlanning
Alsoknownasoperationaloractivityplanning.
Itistheconcernofdepartmentalmanagersand
supervisors.Itisconfinedtoputtingintoeffectthe
departmentalplans.Itisusuallyshorttermsmaybe
revisedquietoften.
•Corporateplanning:
Itisthenewconceptwhichhasgainpopularity
thesedays.Itisspecificallystrategicinnatureasit
takestheoverallviewoftheorganization.Itstime
spanisusuallyoveraminimumperiodfiveyears.

39. ADVANTAGES OF PLANNING
•Planningleadstomoreeffectiveandfaster
achievementsofanyorganization.
•Planninggivesstrengthtothebusinessorservicefor
itscontinuousgrowthandsteadyprosperity.
•Planningavoidsduplicationofservices.
•Planninghasuniquecontributiontowardsthe
efficiencyofothermanagerialfunctions.
•Planningprovidesthebasisforcontrolinan
organization.
•Planningservesasanintegralpartofother
administrativefunctions.

40. DISADVANTAGES OF PLANNING
•Itdependsuponfactsandinformation
,reliableinformationisnotpossible.
•Planningmayleadtointernalinflexibilities
andproceduralrigidities.
•Itisatimeconsumingandexpensive
process.

41. Thank You