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WHAT IS PLANNING IN BUSINESS MANAGEMENT?, Lecture notes of Business Ethics

Planning is the first function of management. Planning performs the functions of decision-making and problem-solving. In other words, planning involves the selection of business objectives and deciding the future course of action for achieving organizational goals.

Typology: Lecture notes

2021/2022

Available from 11/09/2022

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What is planning?
Planning is deciding in advance what is to be done. It involves the selection of objectives, policies and
programs from among alternatives.
What should a plan be?
A plan should be a realistic view of the expectations. Depending upon the activities, a plan can be long
range, intermediate range or short range. It is the framework within which it must operate. For
management seeking external support, the plan is the most important document and key to growth.
Preparations of a comprehensive plan will not guarantee success, but lack of a sound plan will almost
certainly ensure failure.
Purpose of Plan
Just as no two organizations are alike, so also their plans. It is therefore important to prepare a plan
keeping in view the necessities of the enterprise. A plan is an important aspect of business. It serves the
following three critical functions: Helps management to clarify, focus, and research their businesses or
project's development and prospects. Provides a considered and logical framework within which a
business can develop and pursue business strategies over the next three to five years. Offers a
benchmark against which actual performance can be measured and reviewed.
Importance of the Planning Process
A plain can play a vital role in helping to avoid mistakes or recognize hidden opportunities. Preparing a
satisfactory plan of the organization is essential. The planning process enables management to
understand more clearly what they want to achieve, and how and when they can do it.
A well-prepared business plan demonstrates that the managers know the business and that they have
thought through its development in terms of products, management, finances, and most importantly,
markets and competition.
Planning helps in forecasting the future, makes the future visible to some extent. It bridges between
where we are and where we want to go. Planning is looking ahead.
Planning basics
Essentials of planning are not donning off hand. It is prepared after careful and extensive research. For a
comprehensive business plan, management has to
1. Clearly define the target/goal in writing.
i. It should be set by a person having authority.
ii. The goal should be realistic. iii. It should be specific. iv. Acceptable v. Easily measurable
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What is planning?

Planning is deciding in advance what is to be done. It involves the selection of objectives, policies and programs from among alternatives.

What should a plan be?

A plan should be a realistic view of the expectations. Depending upon the activities, a plan can be long range, intermediate range or short range. It is the framework within which it must operate. For management seeking external support, the plan is the most important document and key to growth. Preparations of a comprehensive plan will not guarantee success, but lack of a sound plan will almost certainly ensure failure.

Purpose of Plan

Just as no two organizations are alike, so also their plans. It is therefore important to prepare a plan keeping in view the necessities of the enterprise. A plan is an important aspect of business. It serves the following three critical functions: Helps management to clarify, focus, and research their businesses or project's development and prospects. Provides a considered and logical framework within which a business can develop and pursue business strategies over the next three to five years. Offers a benchmark against which actual performance can be measured and reviewed.

Importance of the Planning Process

A plain can play a vital role in helping to avoid mistakes or recognize hidden opportunities. Preparing a satisfactory plan of the organization is essential. The planning process enables management to understand more clearly what they want to achieve, and how and when they can do it.

A well-prepared business plan demonstrates that the managers know the business and that they have thought through its development in terms of products, management, finances, and most importantly, markets and competition.

Planning helps in forecasting the future, makes the future visible to some extent. It bridges between where we are and where we want to go. Planning is looking ahead.

Planning basics

Essentials of planning are not donning off hand. It is prepared after careful and extensive research. For a comprehensive business plan, management has to

  1. Clearly define the target/goal in writing.

i. It should be set by a person having authority.

ii. The goal should be realistic. iii. It should be specific. iv. Acceptable v. Easily measurable

  1. Identify all the main issues which need to be addressed.
  2. Review past performance.
  3. Decide budgetary requirement.
  4. Focus on matters of strategic importance.
  5. What are requirements and how will they be met?
  6. What will be the likely length of the plan and its structure?
  7. Identify shortcomings in the concept and gaps.
  8. Strategies for implementation.
  9. Review periodically.

Limitations of Planning

Planning is not a substitute for executive judgment but merely an aid to it. It suffers from the following limitations:

  1. Inaccuracy: Planning is based on forecasts which are never cent per cent accurate. The accuracy and reliability of forecasting diminishes as the forecasting period increases. If reliable forecast and data are not available, planning becomes unrealistic.
  2. Time - consuming: Planning is a time-consuming and expensive process. Time, effort and money are required in the collection and analysis of data and in the formulation and revision of plants. Planning is useful only when the expected gains from it exceed its costs. By the time plans are prepared, conditions might change rendering the entire efforts irrelevant.
  3. Rigidity: Planning may result in internal inflexibilities and procedural rigidities which curb initiative and individual freedom. Sometimes, planning may cause delay in decision-making. A manager may be bogged down by rules and procedures when there is need for quick decision.
  4. Resistance: Planning often requires some change in the existing set-up. Unless the required change is forthcoming, planning may be ineffective. Resistance to change is an important obstacle in planning. Planning also requires a forward - looking attitude. But very often, people have a greater regard for the present as future is uncertain.
  5. False Security: Planning may create a false sense of security in the organization. A manager may feel that all problems will be solved once the plans are put into operation. In reality, management has to continuously revise the plans and regularly check on their execution.
  1. Principle of alternative - in choosing from among alternatives, the best alternative will be that which contributes most efficiently and effectively to the accomplishment of a desired goal.
  2. Principle of limiting factors - while choosing from among alternatives, the planner should focus on those factors which are critical to the attainment of the desired goal. This will help in selecting the most favorable alternatives.
  3. Principle of commitment - logical planning should cover a time necessary to forecast the fulfillment of commitment involve in a decision. This is necessary to make reasonably sure of meeting commitments.
  4. Principle of flexibility - this principle deals with the ability to change which is built into plans. The risk of loss due to unexpected events can be reduced by building flexibility into the plans. However, the cost of flexibility should be weighed against the dangers of future commitments made.
  5. Principle of navigational change - the manager should periodically check on events and expectations and redraw plans to maintain a course toward the desired goal. Unless plans have in- built flexibility, navigational change is difficult or costly. But built-in flexibility should not be an excuse for periodic revision of plans, if circumstances so warrant.
  6. Principle of competitive strategies - while formulating plans, a manager should take into account the plans of rivals of competitors. The plans should be chosen in the light of what a competitor will do in the same situation.

Steps in the process of Planning

There is no standard planning process. Each enterprise has to develop its own modus operandi for planning depending on its size, nature and environment. However, the main steps in planning process are as follows.

  1. Analyzing the environment - the first step in planning is a thorough analysis of the external and internal environment of the enterprise. Analysis of external environment will help to identify the opportunities and constrains for the enterprise. To be effective, planning must enable the organization to adopt itself to the environmental changes (market conditions, government policies, technological developments, cultural norms, etc.) therefore, managers must carefully analyze relevant information as the quality of information determines the quality of planning. Analysis of the internal environment (resources and requirement) will help to identify the strengths and weaknesses of the enterprise.
  2. Establishing objectives - plans are formulated to achieve certain objectives. Therefore establishment of organizational objective is an important step in planning. The organizational objectives should be established in the light of perceived opportunities and resources of the organization. They should be clearly specified and measurable as far as possible. They should be spelled in key areas of operations and for different division and department.
  1. Determining planning premises - planning is done for future which is uncertain therefore, certain assumption are made in preparing plans. These assumption or condition underlying planning should be clearly defined through scientific forecasting of future events. Planning premises are the limitations that lay down the boundary for planning.

Planning premises can be of several types. Controllable or internal premises are under the control of management, e.g., resources, techniques and policies of the enterprises. On the other hand, uncontrollable or external premises are beyond the control of the enterprises. These relate to rate of population growth, general economic conditions, government policies, political situation, etc.

  1. Developing alternative courses of action - these can be several ways of achieving the same objectives. The various available alternatives should be identified. For example, in order to increase sale, an enterprise may intensify sales efforts, explore new markets or develop new products, in order to develop all possible alternatives, a manager must have imagination, skills and experience.
  2. Evaluating alternatives - the various alternatives are compared and weighted in the light of objectives and premises. Each alternative has its merits and demerits but all alternatives cannot be equally appropriate or practicable. Each alternative should be closely examined to determine it suitably. Several statistical and mathematical techniques are used to evaluate alternative course of action.
  3. Selecting the best course - after evaluating the various alternatives, the most appropriate alternative is selected. This is the point at which the plan is adopted. Sometimes, the evaluation may suggest that more than one alternative is good. In such a case, a manager may choose several alternatives and combine them in action.
  4. Formulating derivative plans - once the basic plan (policy and strategy) is decided. Various supporting or subsidiary plans are formulated. These include procedures, programs, budgets, schedules, etc. such plans are required to implement the basic plan. The sequence of various activities is determined to ensure continuity in operations. Different plans are properly integrated so that they support each other.

Types of Plans

  1. Objectives

The first step in planning is setting objectives it is said to be the desired future position that the management would like to reach. They are basic to the organization and they are defined as ends which the management seeks to achieve by its operations. They define the future states of affairs which the organization strives to realize. They serve as a guide for overall business planning objectives need to be expressive in specific terms. They are the end points of planning.

  1. Policy

A policy is a general guide to thinking and action rather than a specific course of action. It defines the area or limits within decisions can be made to achieve organizational objectives can be attained. A policy is a continuing decision as it provides answers to problems of recurring nature.