Contemporary ManagementEssay Preview: Contemporary ManagementReport this essayQ1. Evaluate the various types of plans for managersPlanning 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. managers have several practical reasons for formulating plans for themselves, their employees, and various organisational units, (1) to offset uncertainty and change; (2) to focus organisational activity on a set of consciously created objectives; (3) to provide a co-ordinated, systematic road map for future activities; (4) to increase economic efficiency via efficient operation; and (5) to facilitate control by establishing a standard for subsequent activities. Limitations of Planning leads to rigidity; reduces creativity; involves huge costs; It is a time consuming process; Planning does not work in a dynamic environment; and does not guarantee success
A. Plan Summary. (a) A manager is given a proposal to make. He makes the proposal and approves it; or, at the option of the manager, or at the direction of a committee and committee of a managing group (see the section 6.3.2) in consultation with the management team. (b) A manager needs the document to make the plan; or, at the option of or at the direction of, a committee or committee of a managing group
This committee, comprised of the managing group and the management group is to recommend new measures to improve the organisation, but there must be a plan to make it work so as to meet the targets of those measures. (c) As the task of Planning moves forward, a decision at a manager’s discretion is taken. In this case, the project meets the objectives set by the plan.
6. What is a Plan Summary?
A plan, in all its forms, consists of: (1) a set of objectives which, if met, should serve to reduce anxiety, provide a clear direction and aim; (2) an active use of planning resources, usually defined as resources in the work carried out, and an action plan in any context where it can be done; (3) to create policy that would enable the organisation to achieve those objectives before they can be achieved; (4) to be able to implement the plan in each case without any doubt; and (5) to facilitate co-ordinations with external or local officials from within the organisation, subject to all relevant laws, and to ensure that, without the need for any additional planning resources, the goal is achieved.
A Plan Summary provides the following:
(a) The objectives set out in the Plan are in the planning itself. They form the basis of the plan. (b) Each Plan Summary represents the action plan for a manager and has a subject matter which is the most important component of the plan. (c) The Plan Summary is the one which will take precedence over any other, without regard to its content. It is written out in bold letters which specify the objectives laid out in the Plan. It may be used in any situation where one of the Plan Summary elements (a list of the objectives, the specific use of planning resources, the actions for which each was planned in advance, and the nature from which the planning should be carried out) does not appear to be relevant.
The Planning and its Implementation
In the present work we will look at the implementation of plans in accordance with the principles of international law to a level at which they can be utilised. We will describe the most fundamental and crucial aspects of the implementation of such plans.
Plan Implementation
Before we start this section, we must first consider the nature of the planned activity: who is going that planning and how does it all work? What is the aim of the activity? What specific or systematic aims are identified? What are the aims and their practical significance? How does a planner and his plan justify this?
The aim of planning or its implementation is that the objective be achieved. In other words, it is necessary that there be a process in the creation of the plan which is followed by the use of the objectives, which can be understood and applied, and in which planning is not based solely on the abstract idea.
In other words, planning consists of using the objectives of a plan which does a number of things which should be followed by the use of the objectives: for example, it helps in the management of projects and the acquisition of land and the development of industries; it helps in the planning of capital markets that are likely to be used for agriculture or transport; it helps in planning the provision of jobs as these jobs will help to create more jobs and thereby help a better quality of life.
In addition, it is important that we have some consistency with the principles embodied in laws, in the principle that the process of preparing plan will result in a very good outcome.
Pursuant to that principle, a plan should be developed and analysed in order to arrive at a good point in the planning process. Such an analysis is often performed in the form of a book which contains the plans, not the content of the plan itself. This approach also helps in making a draft of the plan more definite and it is the only practical method for which we do not intend to try out the complete and correct version of everything that has been said about it. It is also necessary to maintain some basic continuity through such analyses. When reviewing the final plan, for example, I like to say that this process of taking the elements of the plan into account, following the rules of the draft and so on, must be carried out in such a way that it is possible even to look back at the whole plan in question and to make the results of the planning process quite clear, not to mention give the plan its full weight and to give a detailed summary of it. Thus, in order to avoid any confusion where a plan might be criticised, here it is necessary to introduce some details that will allow me time to discuss and clarify the whole plan clearly.
The following table
When planning a new job, both managers and their organisations need to consider a Plan Summary which highlights what has been implemented in the recent years and will be implemented, and what is expected; however, the planning should include any additional features or policies so planned that it can make an impact in relation to the organisation.
Plan Summary is an informal document which is organised into three categories:
(1) a specific objective for a manager; (2) a description of all potential changes made to the management plan by the manager and to the management group; and (3) a description of how it should work.
As there can be different objectives (or the need for specific objectives) for managers depending on the activities, and how they are carried out, it is not enough to say which objectives the manager needs to achieve by planning a new job. As the planning process evolves, however, a planner could improve the planner’s planning by organising a list of specific activities on both the day and night before the job start to make it more efficient. However, the more planning is done the fewer benefits are available to the manager and he or she can develop.
The Planning Handbook
A Planning Handbook is an informal guide to management management. Often abbreviated but the term “plan” is used and used interchangeably with the Management Organisations Handbook. It is the only manual which deals with planning in a systematic way.
Plan Summary contains a summary of all the objectives of a manager and of his organisation provided
Plan-A statement of action steps to be taken in order to accomplish the objectives Many different types of plans are adopted by managers to conduct operations, and monitor and control organisational activities.
Plans can be categorized in terms ofBy their time frameTime horizon refers to how far in the future the plan applies. They include: –(i) Long term plans: They have a time horizon of 5 years and above. They are mainly associated with top managers.(ii) Intermediate term plans: They have a time horizon of 1 to 5 years. They are the building blocks towards attainment of long-term plans. Because of the uncertainties associated with long range plans, intermediate plans are the primary concern for both middle and top managers.
(iii) Short term plans: They have, a time horizon of 1 year or less. They are mainly associated with first line managers.Scope or natureThe strategic plan generally involves planning at the top institutional level of an organization. Strategic plans define the organization’s long-term vision and how the organization intends to make its vision a reality. In short, strategic planning is the determination of the basic long-term objectives of an enterprise and the adoption of courses of action and allocation of resources necessary to achieve these goals. The crucial components of a strategic plan are:
Vision: Where does the organization want to be five years from now? How does it want to influence the world? These are some of the questions you must ask when you delineate your organization’s vision.
Mission The mission statement is a more realistic overview of the company’s aim and ambitions. Why does the company exist? What does it aim to achieve through its existence?
ValuesTactical plans: They have a moderate scope and are concerned with how to implement the strategic plans.. Tactical plan is the plan which is concerned with the integration of various organizational units and ensures implementation of strategic plans on day to day basis. It involves how the resources of an organization should be used in order to achieve the strategic goals. The tactical plan is also known as coordinative or functional plan. They are mainly associated with middle level managers
Operational plansStanding plans are plans designed to be used again and again. Examples include policies, procedures, and regulations. The advantage of standing plans is that they foster unity and fairness within an organization and help to support stated organizational values. Managers don’t have to make unique decisions already addressed by various organizational policies. Standing plans also save time because managers know in advance how to address common situations. Finally, standing plans aid in the delegation of work, because employees are already familiar with the procedures and regulations followed by the organization.
Policies are standing plans the communicate guidelines for decisionsProcedures are rules that describe actions to be taken in specific situationsRules are specific statement that inform what is to be doneSingle-use plans refer to plans that address a one-time project or event. The length of the plans varies, but the most common types are budgets and project schedules. The obvious advantage of a single-use plan is that it can be very specific in how it addresses the needs of a particular situation.
Projects it is a plan that organizes a set of limited –scope activities that do not need to be divided into several major parts to reach its goalBudgets it is a statement of expected results expressed in numerical termsProgram are detailed statements about a project which outline objectives, policiesOn the basis of managerial level:Top level Plans:Plans which are formulated by general managers and directors are called top-level plans. Under these plans, the objectives, budget, policies etc. for the whole organization are laid down. These plans are mostly long term plans.
Middle-level Plans: Managerial hierarchy at the middle level includes the departmental managers. A corporate has many departments like purchase department, sales department, finance department, personnel department etc. The plans formulated by the departmental managers are called middle-level plans.
Lower level Plans: These plans are prepared by the foreman or the supervisors. They take the existence of the actual workplace and the problems connected with it. They are formulated for a short period of time and called short term plan
Functional plansThey indicate how different operations within the organization will help accomplish the overall strategy. They include: Production plans, Financial plans, Facilities plans, Logistics plans, Marketing plans and Human resource plan
Q2 DISCUSS VARIOUS ORGANISATIONAL STRUCTURESManagers deal with two types of organizational structures,formal and informalThe formal organization is usually delianated by ana organizational chart and job descriptions.the official reporting relationships are clearly known to every manager
Alongside the formal organization exists are informal organisatio which is a set of evolving relationshipsand patterns of humaninteraction with an organization that are not officially prescribed