Unit 2 bm227
- 1. UNIT II PLANNING QAZI SAEED AHMAD ASSISTANT PROFESSOR DEPARTMENT OF ELECTRONICS & COMMUNICATIN ENGINEERING INTEGRAL UNIVERSITY LUCKNOW MANAGEMENT CONCEPTS IN ENGINEERING BM227
- 2. Planning Planning is the first managerial function to be performed. It is concerned with deciding in advance what is to be done in future, when, where and by whom it is to be done. It is a process of thinking before doing. “Without the activities determined by planning, there would be nothing to organize, no one to activate and no need to control”. George R. Terry
- 3. FEATURES OF PLANNING 1. Focus on realizing the objectives set 2. Intellectual process involving mental exercise 3. Selective as it selects the best course of action 4. Pervasive as all the levels of management plan 5. Lays foundation of the successful actions of management 6. It is flexible 7. It is Continuous 8. Efficiency is measured by what it contributes to the objectives.
- 4. OBJECTIVES OF PLANNING 1. Helps in effective forecasting 2. Provides certainty in the activities 3. Establish coordination in the enterprise 4. Provides economy in the management 5. Helpful in the accomplishment of budgets 6. Gives direction to all the activities of an organization
- 5. MERITS AND DEMERITS OF PLANNING Advantages: Reduces uncertainty Ensures economical operations Facilitates control Improves motivation Gives competitive edge Avoids duplication of efforts Disadvantages : Limitations of forecasts Rigidity in administration Time consuming process Costly affair Influence of external factors Psychological factors
- 6. STEPS IN PLANNING 1. Awareness of opportunities and problems a) What business opportunities will arise in future b) What benefits will the organization get c) How to exploit these opportunities 2. Collecting and analyzing information 3. Determination of objectives 4. Assessment of environment 5. Premising and forecasting 6. Review of key factors
- 7. KINDS OF PLANNING KINDS OF PLANNING Organizational level Focus Time period Corporate Strategic Long range Divisional Operational Medium range Functional Tactic Short range
- 8. 12/31/16 Types of Plans Type of Plan Time Frame Specificity Frequency of Use Strategic Long Term Directional Single Use Tactical Short Term Specific Standing Operational Ongoing Very detailed Day-to-day Policies, procedures, and rules Varies Varies Varies
- 9. FOCUSED PLANNING 1. Strategic planning: deciding the objectives and to decide the resource marshalling in order to realize the objectives. Done by the top management. 2. Operational planning: ensuring efficient use of resources and to develop a control mechanism so as maximum efficiency is ensured. 3. Tactical planning: made for short term moves. Required to meet the sudden changes in the environment forces.
- 10. TIME PERIOD PLANNING 1. Long range planning: for a period of five years at least. Involves capital budgeting, product planning, project planning etc. deals with a great uncertainty. 2. Medium range: for one to five years. Relate to development of new products and markets, product publicity etc. supportive to long range plans. 3. Short range: upto one year. Made to achieve short term goals. Focused on the internal environment of the business.
- 11. WHAT IS MBO ? Peter Drucker, (1954, “The Practice of Management”) • Is a systematic and organized approach that allows management to focus on achievable goals and attain the best possible results from available resources • Aims to increase individual and organizational effectiveness by aligning organizational goals and subordinate objectives • Clarifies and quantifies objectives to allow for monitoring, evaluation, and feedback throughout the hierarchy of objectives
- 12. IN SIMPLE WORDS, MBO IS… • MBO emphasises the importance of objectives as a toolobjectives as a tool to be used by managers in fulfillingby managers in fulfilling their managerial rolesmanagerial roles (accomplish their tasks) • Divide problem into manageable, “bite-size” chunk
- 13. FEATURES OF MBO Peter Drucker also stated that: For the business to succeed, the managers and employees must work towards a common goal Managers must identify and agree targets for achievement with subordinates Managers must negotiate the support needed to achieve the targets with subordinates Evaluate the objectives over time
- 14. MBO PRINCIPLES 1. Cascading of organizational goals and objectives 2. Specific objectives for each team member 3. Participative decision making 4. Explicit time period 5. Performance evaluation & feedback
- 15. ADVANTAGES OF MBO Improves employee motivation Improves communication in the organisation Flags up and highlights training needs required to achieve objectives Improves overall performance and efficiency Attainment of goals can lead to the satisfaction of Maslow’s higher order needs
- 16. DISADVANTAGES OF MBO May demotivate staff if targets are too high and unrealistic, also if imposed rather than agreed Requires the cooperation of all employees to succeed Can be bureaucratic and time consuming (meetings, feedback) Can encourage short-term rather a more focused long-term growth Objectives may go out of date and can restrict staff initiative and creativity Setting targets for certain specialised employees may be difficult
- 17. IS MBO SUITABLE FOR EVERY BUSINESS? MBO could be suitable for a medium to large business, using a democratic approach to management and operating in a stable market The overriding issues therefore are size of the business, the leadership style it uses and the rate of change in the market it operates
- 18. MBO; FRAMEWORK CONCEPT Jointly plan • Setting objectives • Setting standards • Choosing actions Individually act • Performing tasks (subordinate) • Providing support (supervisor) Jointly control • Reviewing results • Discussing implications • Renewing MBO cycle Supervisor Subordinate and
- 19. STEPS FOR MBO Appraise Performance •Corporate Strategic goals •Departmental goals •Individual goals STEP 1: SET GOALSSTEP 1: SET GOALS STEP 4: APPRAISESTEP 4: APPRAISE OVERALL PERFORMANCEOVERALL PERFORMANCE Action Plans Review Progress & Take Corrective Action STEP 2: DEVELOP PLANSSTEP 2: DEVELOP PLANS STEP 3: REVIEW PROGRESSSTEP 3: REVIEW PROGRESS
- 20. ESSENTIAL STEPS FOR MBO Set Goals (The most difficult step) What are we trying to accomplish? Develop Action Plans “What do we need to do to get there?” Groups and individuals Review Progress “How are we doing?” Periodically (How Often?) Does plan need to be tweaked? Appraise Performance Rewards?
- 21. SOURCES OF MBO FAILURES 1. Lack of top management commitment and follow through on MBO. 2. Employees’ negative beliefs about management’s sincerity in its efforts to include them in the decision-making process.
- 22. POLICIES Policies provide the framework within which the decision makers are expected to operate while making decisions related to an organization. They are guide to the thinking and action of subordinates for the purpose of achieving the objectives of the business successfully.
- 23. Nature of policy 1. Policy is an expression of intentions of top management. 2. It serves as a guide to decision making in an organization. 3. It should be planned after taking into consideration the long range plans and needs of an organization. 4. As policies live longer than the people therefore the policies should be framed after serious thinking and participation of the top executives. 5. Policies take a concrete step when they are put in writing.
- 24. TYPES OF POLICIES 5. Implied policies: which actually exist in a company. Such policies can be known only by watching the actual working of an organization. 6. Functional policies: e.g. marketing policies, finance policies, research policies, and recruitment policies. 7. Policy manual: where all policies are compiled in the form of a book is called a policy manual.
- 25. ADVANTAGES OF POLICIES 1. Better performance 2. Helps in control 3. Better industrial relations 4. Helps in enhancing co-operation 5. Consistency
- 26. DECISION MAKING “Making decisions is selecting one alternative from different alternatives” Decision is a choice whereby a person comes to a conclusion about given circumstances/situation. It involves choice making It is core of managerial activities in organization
- 27. TYPES OF DECISIONS A programmed decision is one that is fairly structured or recurs with some frequency. Non-programmed decisions, on the other hand, are relatively unstructured and may occur much less often. No business makes multi-billion-dollar decisions on a regular basis. Managers faced with such options must treat each one as unique, investing enormous blocks of time, energy, and resources into exploring the situation from all perspectives.
- 28. TYPES OF DECISIONS Intuition and experience also play large roles in the making of non programmed decisions. Most of the decisions made by top managers involving strategy (including mergers, acquisitions, and takeovers) and organization design are non-programmed. So are decisions about new facilities, new products, labor contracts, and legal issues.
- 29. STEPS IN DECISION MAKING 1. Recognizing and defining the situation Some stimulus indicates that a decision must be made. The stimulus may be positive or negative. A plant manager sees that employee turnover has increased by 5 percent. 2. Identifying alternatives Both obvious and creative alternatives are desired. In general, the more significant the decision, the more alternatives should be generated. The plant manager can increase wages, increase benefits, or change hiring standards. 3. Evaluating alternatives Each alternative is evaluated to determine its feasibility, its satisfactoriness, and its consequences. Increasing benefits may not be feasible. Increasing wages and changing hiring standards may satisfy all conditions. 4. Selecting the best alternative Consider all situational factors, and choose the alternative that best fits the manager's situation. Changing hiring standards will take an extended period of time to cut turnover, so increase wages. 5. Implementing the chosen alternative The chosen alternative is implemented into the organizational system. The plant manager may need permission of corporate headquarters. The human resource department establishes a new wage structure. 6. Follow-up and evaluation At some time in the future, the manager should ascertain the extent to which the alternative chosen in step 4 and implemented in step 5 has worked. The plant manager notes that, six months later, turnover has dropped to its previous level.
- 30. Decentralization Decentralization is a systematic delegation of authority at all levels of management and in all of the organization. In a decentralization concern, authority is retained by the top management for taking major decisions and framing policies concerning the whole concern only. Rest of the authority may be delegated to the middle level and lower level of management. In other words, it is the diffusion of authority in a planned way.
- 31. REASONS FOR DECENTRALIZATION 1. Better access to local information: Local managers know better about the local conditions like strength and nature of local competition, local labour work force etc. 2. More timely response: In centralized form information sent to head office and results awaited. In decentralized local managers can quickly respond to customers demands. 3. Focus on central management: Central management gets free to concentrate on more important issues.
- 32. REASONS FOR DECENTRALIZATION 4. Training and evaluation of segment managers: it gives a chance to senior managers to evaluate the capabilities of subordinate managers. 5. Motivation of segment managers: self esteem and self actualization needs of the segment managers get satisfied. Greater responsibility supplies them more satisfaction and motivate them to exert greater effort.
- 33. TYPES OF DECENTRALIZATION Political Decentralization: It aims to give citizens or their elected representatives more power in public decision-making. It is often associated with pluralistic politics and representative government, but it can also support democratization by giving citizens, or their representatives. Advocates of political decentralization assume that decisions made with greater participation will be better informed
- 34. TYPES OF DECENTRALIZATION Administrative decentralization: It is the transfer of responsibility for the planning, financing and management of certain public functions from the central government and its agencies to field units of government agencies, subordinate units or levels of government, semi-autonomous public authorities or corporations, or area-wide, regional or functional authorities. There are three major forms of administrative decentralization -- deconcentration, delegation, and devolution
- 35. TYPES OF DECENTRALIZATION Deconcentration: It is often considered to be the weakest form of decentralization and is used most frequently in unitary states. It redistributes decision making authority and financial and management responsibilities among different levels of the central authority. Delegation. Through delegation central authority transfer responsibility for decision-making and administration of public functions to semi-autonomous organizations not wholly controlled by the central authority, but ultimately accountable to it.
- 36. TYPES OF DECENTRALIZATION Devolution. When governments devolve functions, they transfer authority for decision-making, finance, and management to quasi- autonomous units of local government with corporate status. Devolution usually transfers responsibilities for services to municipalities that elect their own mayors and councils, raise their own revenues, and have independent authority to make investment decisions.
- 37. TYPES OF DECENTRALIZATION Economic or Market Decentralization: Privatization and deregulation shift responsibility for functions from the public to the private sector. Privatization include: allowing private enterprises to perform functions that had previously been monopolized by government; contracting out the provision or management of public services or facilities to commercial enterprises transferring responsibility for providing services from the public to the private sector through the divestiture of state-owned enterprises.
- 38. TYPES OF DECENTRALIZATION Deregulation reduces the legal constraints on private participation in service provision or allows competition among private suppliers for services that in the past had been provided by the government or by regulated monopolies. Silent Decentralization: It is a decentralization in the absence of reforms
- 39. Thank You
Editor's Notes
- #20: Set goals – not day to day but rather goals that answer at least a portion of the “where are we going” question and then are linked with other goals Plans – Steps required Review – make sure plan is working; Is corrective action necessary either in the plan or the execution? CAUTION: Don’t get locked into PREDETERMINED behavior or sacrifice QUALITY to “MEET” goal
- #21: Set goals – not day to day but rather goals that answer at least a portion of the “where are we going” question and then are linked with other goals Plans – Steps required Review – make sure plan is working; Is corrective action necessary either in the plan or the execution? CAUTION: Don’t get locked into PREDETERMINED behavior or sacrifice QUALITY to “MEET” goal