Adm. Planning

8/9/2019 Adm. Planning

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INTRODUCTIONINTRODUCTION

Planning is essential process of making ChoicePlanning is essential process of making Choice

between available alternatives at all levels ofbetween available alternatives at all levels of

decision making.decision making.

Planning is the one of major fundamentalPlanning is the one of major fundamental

element of administration. In this stage, decisionselement of administration. In this stage, decisions

are made about what need to be done ,byare made about what need to be done ,bywhom and with what resourceswhom and with what resources


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Planning is a process of determining thePlanning is a process of determining theobjectives of administrative effort andobjectives of administrative effort and

devising the means calculated to achievedevising the means calculated to achieve

them.them.

--MilletMillet

Planning is a continues process of makingPlanning is a continues process of making

entrepreneural decisions systematically andentrepreneural decisions systematically and

with the best possible knowledge for theirwith the best possible knowledge for theirfuture, organizing systematically the effortfuture, organizing systematically the effort

needed to carry out these decision andneeded to carry out these decision and

measuring the results of the decisions againstmeasuring the results of the decisions against

expectations through systematic feedback.expectations through systematic feedback.

DEFINITIONDEFINITION


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Nature of planningNature of planning

Planning isPlanning is

Sketches a complete mental picture of things yetSketches a complete mental picture of things yet

to happen.to happen. Rational, dynamic and integration process.Rational, dynamic and integration process.

management involving conceptual skill, skills ofmanagement involving conceptual skill, skills of

analytical and critical thinking, decision makinganalytical and critical thinking, decision making

and problem solving.and problem solving. Selecting and relating facts.Selecting and relating facts.

Rational, conscious and deliberate effort.Rational, conscious and deliberate effort.


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ConCon

Not static process, it is dynamic and needs continuousNot static process, it is dynamic and needs continuous

adaptation.adaptation.

Comprehensive, integrative process.Comprehensive, integrative process.

Conscious determination of a future course of action toConscious determination of a future course of action toachieve the desired results.achieve the desired results.

Inevitable at all levels of administration.Inevitable at all levels of administration.


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Principles of planningPrinciples of planningPlanning must focus on defined objectives.Planning must focus on defined objectives.Planning should be simple and there should be provisionPlanning should be simple and there should be provision

for proper analysis and classification of action.for proper analysis and classification of action.

There should be good harmony. (union)There should be good harmony. (union)

Planning is hierarchical nature and must have anPlanning is hierarchical nature and must have anorganisational identification. planning should be pervasiveorganisational identification. planning should be pervasive

activity covering the entire organization.activity covering the entire organization.

Planning must be precise in its objective scope & nature.Planning must be precise in its objective scope & nature.


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In planning the provision should be made use allIn planning the provision should be made use all

available resource.available resource.

Planning should be fully documented.Planning should be fully documented.


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Characteristics Of PlanningCharacteristics Of Planning

Primacy.Primacy.

Continuity.Continuity.

Flexibility.Flexibility.

Unity.Unity.Precision.Precision.

Pervasiveness.Pervasiveness.


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Components Of PlanningComponents Of Planning

components

ObjectivesPolicies Procedures

Programme Budget


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Steps In PlanningSteps In Planning1.Analysis & understanding of the system.

2. Formulation of operational goals and objective.

3. Establishment of planning premises.

4. Selection & formulation of the operating plan from

alternatives.

5.Securing participation.

6.Implementaton.

7. Follow-up proposed course of action.

8. Evaluation.

9. Reanalysis & new upstanding of the system.


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TypesTypes

planning

Directional

Administrative

Operational


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II TYPE:II TYPE:

1.Long range.1.Long range.

2.Short range.2.Short range.

III TYPE:III TYPE:

1.Strategic planning.1.Strategic planning.

2. Operational planning.2. Operational planning.


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Planning cycle/planning processPlanning cycle/planning process

1.Assessing

the

Planning

environment

3.Strategy

Formulation

Target

setting

4.Participatiry

Plan

formulation

2.Data

Collection&

Data

analysis

5.Plan

authentication

6.Task

Adaptation

Plan

implementation

a7.Mid term

Appraisal

&Making

correction

8.Evaluation

& Replanning


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Principles in planning CHNPrinciples in planning CHN

Plan for total community.Plan for total community.

Policy making & programme planning should be donePolicy making & programme planning should be doneby staff at all level of responsibility.by staff at all level of responsibility.

Should be based on human needs.Should be based on human needs.

Should take account of culture and social factor.Should take account of culture and social factor.Should based on present facilities.Should based on present facilities.

Assignment of work should be mentioned in planning.Assignment of work should be mentioned in planning.

Should conclude clear statement about,Should conclude clear statement about,

Specific objectives.Specific objectives.

Proposed methods.Proposed methods. Anticipated outcomes.Anticipated outcomes.

Authority should be delegated.Authority should be delegated.


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Skills needed for planningSkills needed for planning

Decision making.Decision making.

Creativity.Creativity.


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Decision making is a complex ,congrutiveDecision making is a complex ,congrutive

process. often defined as choosing a particularprocess. often defined as choosing a particular

course of action.course of action.

problem solving is a part of decision making.problem solving is a part of decision making.

Its process of choosing alternatives betweenIts process of choosing alternatives between

alternatives to achieve the goal.alternatives to achieve the goal.

It is the heart of the administrative andIt is the heart of the administrative andmanagerial function.managerial function.

Decision makingDecision making


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Types of decision making:Types of decision making:

Mechanistic decisionMechanistic decision::

When the limited number of decision variables where theWhen the limited number of decision variables where theoutcome of alternative is known. This is useful for dailyoutcome of alternative is known. This is useful for daily

routine& schedule.routine& schedule.

Analytical decision:Analytical decision:

With large number of decision variables where theWith large number of decision variables where the

outcome of each alternative can be computed. this type tooutcome of each alternative can be computed. this type to

help to solve the personal problems.help to solve the personal problems.

Judge Mental DecisionJudge Mental Decision::When the limited number of decision variables where theWhen the limited number of decision variables where the

outcome of alternative is unknown.outcome of alternative is unknown. this type useful in solvethis type useful in solve

the personal problem.the personal problem.


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Decision strategiesDecision strategies

Optimizing:Optimizing: it is an approach in which anit is an approach in which anindividual analyses a problem, determines desiredindividual analyses a problem, determines desiredoutcomes, identified possible solution, predicts theoutcomes, identified possible solution, predicts the

consequences of each action,& select the courseconsequences of each action,& select the coursethat will give greatest amount of preferredthat will give greatest amount of preferredoutcomes.outcomes.

Satisfying:Satisfying: making a decision that is goodmaking a decision that is goodenough to meet a set of minimum requirementenough to meet a set of minimum requirement

Mixed scanning:Mixed scanning: making a decision that satisfiesmaking a decision that satisfiesto remove least promising solutions, then selectto remove least promising solutions, then selectbest of remaining options.best of remaining options.


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opportunistic:opportunistic: making a decision for themaking a decision for the

solution chosen by problem identifier.solution chosen by problem identifier.Do nothing:Do nothing: taking decision after waitingtaking decision after waiting

for the storm to pass.for the storm to pass.

Eliminate critical limiting factor:Eliminate critical limiting factor: making amaking adecision by removing most powerfuldecision by removing most powerful

obstacle to successobstacle to success..

Maxima:Maxima: the individual chooses that actionthe individual chooses that action

alternative that will yield the largestalternative that will yield the largest

payoffpayoff..


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Precautionary:Precautionary: making decision by choosingmaking decision by choosing

action that will maximize gain or minimizeaction that will maximize gain or minimizegain or minimize loss regardless opponentsgain or minimize loss regardless opponents

actionaction..

Evolutionary:Evolutionary: while taking a decision,while taking a decision,

individual has to make series of smallindividual has to make series of small

changes leading towards goal.changes leading towards goal.

Chameleon:Chameleon: making a decision by makingmaking a decision by making

vague plan, adjusted to changingvague plan, adjusted to changingcircumstances.circumstances.


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Models of decision making processModels of decision making process

1.1. Econological or economic man.Econological or economic man.

2.2. Bounded rationality model orBounded rationality model or

administrative man.administrative man.3.3. Simplicity favourite model or view ofSimplicity favourite model or view of

games man.games man.


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Econological or Economic man.Econological or Economic man.

Discover symptoms

Set a goal or

define problem

Develop criterion

Develop

alternative

Determine

All outcomes Select alternatives

Act or implement decision


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Bounded rationality modelBounded rationality model

Sequential attention to alternativesSequential attention to alternatives:: hereherethe persons examine the possible of athe persons examine the possible of aproblem sequentially.problem sequentially.

Heuristics:Heuristics: is a rule which guides theis a rule which guides thesearch for alternatives into areas thatsearch for alternatives into areas thathave high probability for yieldinghave high probability for yieldingsatisfactory solutions.satisfactory solutions.

Satisfying:Satisfying: this model sees decisionthis model sees decision--maker is a satisfier.maker is a satisfier.


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Simplicity favourite modelSimplicity favourite modelSet the goalSet the goal

Narrow the problem.Narrow the problem.

Identify feasible alternativeIdentify feasible alternative

Implement the solution.Implement the solution.

Following implementationFollowing implementation


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Stepsin managerial decision makingStepsin managerial decision making

processprocess

Select objectives

Search for alternative

Evaluate alternatives

choose

Implements

Follow up &

control


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CreativityCreativity

Creativity is an element of he decisionCreativity is an element of he decision

making.making.

Creative thinking can produce the solutionCreative thinking can produce the solution

that are not at first apparent but that arethat are not at first apparent but that are

practical and effective.practical and effective.

Creative ideas and their off shoot,Creative ideas and their off shoot,

innovations nourish the managementinnovations nourish the management

process.process.


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Process of creative thinkingProcess of creative thinking

SaturationSaturation--The thinker becomes absorbedThe thinker becomes absorbed

with a problem & collects all facts &with a problem & collects all facts &

information relating to the p problem.information relating to the p problem.

DeliberationDeliberation--the thinker investigates thethe thinker investigates the

problem deeply &secure further ideas.problem deeply &secure further ideas.

IncubationIncubation--he broods over the problem&he broods over the problem&

carried it in his subconscious mind.carried it in his subconscious mind.


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IlluminationIllumination--revising the solution.revising the solution.

VerificationVerification--ideas are experimented forideas are experimented for

their effective use.their effective use.


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ClassificationClassification

Accto eisnerAccto eisner--19641964

Aesthetic organizing:arrangements ofAesthetic organizing:arrangements of

things

thi

ngs

boundarypushing: new original uses ofboundarypushing: new original uses of

articles.e.gplastic needleshields used asarticles.e.gplastic needleshields used as

playroom equipment.playroom equipment.

inventing: newproductsthatresults frominventing: newproductsthatresults from

thecombination of materialsand ideas.thecombination of materialsand ideas.


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Creativity in managementCreativity in management

Organizationalstructure open to newOrganizationalstructure open to new

ideas & ways doingthings.ideas & ways doingthings.

Itshelp

fulto fo

rmula

tethe

p

olices.

andIts

help

fulto fo

rmula

tethe

p

olices.

and

handleconflict.handleconflict.

Engorment ofimagination and creativityEngorment ofimagination and creativity

amongthestaffpersonalisimportant.amongthestaffpersonalisimportant.


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Con..Con..

AdvantagesAdvantages

DisadvantagesDisadvantages


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Adm. Planning

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