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all associates and objectives or strategies are developed stating how each
goal will be reached.
Thus planning involves in all level of management.
IMPORTANCE OF PLANNING:
Planning gives direction not only to the top management, but to all
associates as they focus on goal accomplishment. The purpose of planning is
to determine the best strategies and goals to achieve organizational goals.
Planning provides the road map of where the organization is going. Planning
also helps coordinate the efforts of associates towards goal accomplishment.
Planning also assist in risk reduction by forcing managers to look ahead and
anticipate change, so they can plan scenarios to react to those potential
changes. Without planning, business decisions would become random, ad
hoc choices. Following are the paramount importance of planning:
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2. LEADS TO SUCCESS:
4. FACILITATES CONTROL:
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5. HELPS IN TRAINING EXECUTIVES:
TYPES OF PLANS:
1. STRATEGIC PLANNING :
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wants for the future, and then identifying the course of action it will pursue,
given its strength, weaknesses, opportunities and threats. Strategic planning
is a critical part of planning & management process. There are three main
strategic management tasks: first is to development of a vision & mission
statement, second is translating the mission into strategic goals, & third is
crafting objectives or strategy (course of action) to move the organization
from where it is today to where it wants to be.
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1. Strategic issues require decisions about them to be made by top
3. Strategic issues are likely to affect the long term prosperity of the
business. Strategic decisions commit an organization to certain market
services, products & technologies. Once these decisions are made, they are
not easily reserved.
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STRATEGIC PLANNING PROCESS:
STRATEGIC PLANNING
PROCESS
VISION
MISSION
GOALS
OBJECTIVES
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Most of the strategic planning taking place at the top management level is
called corporate level strategies. It also contains SWOT analysis and
environment & scanning forecasting.
Most companies want to grow & need to plan a strategy for that
growth. There are four growth strategies. MARKET PENETRATION aims
to increase market share by promoting sales aggressively in existing
markets. GEOGRAPHICAL EXPANSION is a strategy in which company
expands its operations by entering new markets (this is in addition to
concentrating on existing markets). The third form of growth strategy is
PRODUCT DEVELOPMENT, such as Hilton’s Garden Inn or a new
restaurant menu item. The forth type of growth strategy is HORIZONTAL
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INTEGRATION, which is the process of acquiring ownership or control of
competitors with similar products in the same or similar markets.
SWOT ANALYSIS:
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prediction of future outcomes. Information gained through scanning is used
to form scenarios. These, in turn, establish premises for forecasts, which are
predictions of future outcomes. The two main types of outcomes that
managers seek to forecast are future ventures and technology breakthroughs.
However, any component in the organization’s general or specific
environment may receive further attention.
2. ECONOMIC FACTORS:
Level of economic development and distribution of personal income.
Trend in prices, exchange rates, balance of payments etc.
Supply of labour, raw material, capital etc.
3. COMPETITIVE FACTORS:
Identification of principal competitors.
Anti monopoly laws & rules of competition.
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Protection of patents, trade marks, brand names & other industrial
property rights.
2. OPERATIONAL PLANNING:
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3. Determining alternatives.
4. Evaluating alternatives.
5. Selecting the best solutions.
6. Implementing the Plans.
7. Controlling & evaluating results.
Goal setting is the process of determining outcomes for each area and
associates. Once the vision & mission have been determined, organizations
set goals in order to meet the mission. The goals are set for each of key
operating areas. No one can work effectively without specific goals and
monthly evaluation reports to gauge whether the effort is moving toward
goal accomplishment or not.
OPERATIONAL OBJECTIVES:
Objectives state how the goals will be met. Some years ago this leads
to MANAGEMENT BY OBJECTIVES (MBO), a managerial process that
determines the goals of the then plans the objectives, that is, the how- tos of
reaching the goals. MBO works because associates have been involved with
the goal and objective setting and are likely to be motivated to see them
successfully achieved. MBO goals need to be specific and measurable,
challenging but attainable just as any other goals. The main purpose of MBO
program is to integrate the goals of the organization and the goals of the
associates so that they are in focus. In some organizations MBO was
suppress by TOTAL QUALITY MANAGEMENT (TQM).
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Total Quality Management (TQM) involves not only planning but
also touches on the other functions of management. The idea of improving
efficiency & increasing productivity while placing a larger emphasis on
quality has caught on fast.
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Budget is a plan allocating money to specific activities. Budgets are
very useful for an enterprise. Being expressed in numerical terms, they
facilitate comparison of actual results with planned ones and thus, serve a
control device & yardstick for measuring performance. Budgets are
important because they are applicable to a variety of applications and they
can be used all over the world in any country. Budgets are planning
techniques that force managers to be fiscally responsible.
STANDING PLANS:
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improve their efficiency by providing them with knowledge about the entire
range of work.
Rules are detailed and recorded instructions that a specific action must
or must not be performed in a given situation. The rules are made to ensure
that job is done in same manner every time, bringing uniformity in efforts &
results. They make sure that a job is done in same manner every time,
bringing uniformity in efforts & results.
STEPS IN PLANNING:
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The third step in planning is to decide the period of the plan.
Businesses vary considerably in their planning periods. In some instances
plans are made for a year only while in others they span decades. In each
case, however, there is always some logic in selecting a particular time range
for planning.
This involves middle level & lower level managers. They must draw
up the appropriate plans, programmes and budgets for their sub units. These
are described as derivative plans.
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whether remedial action to make the plan work or change the original plan if
it is unrealistic.
LIMITATIONS OF PLANNING:
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change in government policy etc. take place, the original plan loses its value
& there is need to draw up a fresh plan.
CASE STUDY
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copied their business practices and emerged as competitors. The franchisees
also did not maintain the same standards of cleanliness, customer service
and product uniformity.
By the end of the 1960s, Kroc had established over 400 franchising
outlets. McDonald's began leasing/buying potential store sites and then
subleased them to franchisees initially at a 20% markup and later at a 40%
markup. Kroc set up the Franchise Realty Corporation for this. The real
estate operations improved McDonald's profitability. By the end of the
1970s, McDonald's had over 5000 restaurants with sales exceeding $3
billion.
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selling reheat able packaged food. In 1993, McDonald's finalized an
arrangement for setting up restaurants inside Wal-Mart retail stores.
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