Category Archives: planning

planning

Business Plan Forms of Ownership

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Planning is very much essential tool. Employee come to know about Goals and Objectives of organization. It is a continuous process. Planning follows a pattern. The procedure you would follow in planning your life and career is basically the same as that used by businesses for their plans. It can be used as business plan forms for ownership.

Business Plan Forms for Developer

There are four forms of planning which includes:

STRATEGIC PLANNING:

Determines major goals of organization. It provides a foundation for policies, procedures and strategies for obtaining and using resources to achieve those goals. In today’s rapidly changing world, strategic lancing is becoming more difficult because changes are occurring so fast that plans. Some companies are making short term plans that allow for quick responses to customer needs and requests.

TACTICAL PLANNING:

Is a process of developing detailed short-term statements about what is to be done, who is to do it, and how it is to be done. Tactical planning s normally done by managers at lower level. It may involves annual budgets,deciding other details and activities necessary to meet objectives.

OPERATIONAL PLANNING:

Process of setting work standards and schedules necessary to implement that company’s tactical objectives. It focuses on specific supervisors, managers and individual employees. It is department manager’s tool for daily and weekly operation.

CONTINGENCY PLANNING:

Process of preparing alternatives courses of actions that may be used if primary plans don’t achieve the organization’s objectives. The economic and competitive environment changes so rapidly that it’s wise to have alternative plans of action ready in anticipation of such changes.

Planning is a key management function. Instead of making plans leaders of market based companies, set directions. The idea is to stay flexible and seize opportunities when they come. Clearly, much of management and planning involves decision making.

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Planning of Business Management

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It is to empower employees to satisfy customer. Business Management means to plan such techniques through which you can maintain a healthy work environment. You have to handle the whole organization as its a part of your responsibility. There are four functions, Planning, Leading, Organizing and Controlling, are heart of management.

Planning  Function of Business Management

PLANNING:

It is the first managerial function, involves setting the organizational vision, goals and objectives. Executives rate planning as the most valuable tool in their workbench. 80% of respondents to a managerial survey said they used it. It involves the creation of a vision for the organization. Usually employee work with managers to design a mission statement, which is an outline for organizational purposes. A meaningful statement should address:

The organization’s self concept.
Company philosophy and goals.
Long term survival.
Customer’s needs.
Social responsibility.

Planning involves following things:

1. Setting organizational goals.
2. Developing strategies to reach those goals.
3. Determining resources needed.
4. Setting precise standards.

LEADING:

The second step is leading towards your goals, what are the tactics that can help you to lead., means creating a vision for organization and communicating, guiding, training, coaching and motivating others to do work effectively.It is necessary to keep employees focused on the right task at the right time. One key to success is for workers to trust the decision making skills of their boss.
It involves:

1. Guiding and motivating employees to work effectively to accomplish      organizational goals and objectives.
2. Giving assignments.
3. Explaining routines.
4. Clarifying policies.
5. Providing feedback.

CONTROLLING:

Establishing clear standards to determine whether an organization is progressing towards it’s goals and objectives, rewarding prole for doing a good job, and taking corrective actions if the aren’t. It means measuring whether what actually occurs meets the organization’s goals. It involves:

1. Measuring results against corporate objectives.
2. Monitoring performance relative to standards.
3. Rewarding outstanding performance.
4. Taking corrective actions.

ORGANIZING:

Means allocating resources, assigning tasks and establishing procedures for accomplishing the organizational objectives. An Organizational Chart is a visual device that shows relationship among people and divide ether work. It shows who is accountable for completion of specific work and who will report to whom. It includes:

1. Allocating resources, assigning tasks, establishing procedures.
2. Preparing a structure showing lines of authority and responsibility.
3. Recruiting, selecting, training and developing employees.
4. Placing employees where they’ll be more effective.

These are the major keys of good business plan
  • Analyse the external environment
  • Analyse the internal environment
  • Define the business and mission
  • Set corporate objectives
  • Formulate strategies
  • Make tactical plans
  • Build in procedures for monitoring and controlling
Having determined the current position, the next step is to determine the direction of the business – by answering the question “where are we going”?  The outputs from asking this question are:
  • Vision: the non-specific directional and motivational guidance for the entire business. What will the business be like in five years time?
  • Mission: A statement of the business’s reason for being. The mission statement is concerned with the scope of the business and what distinguishes it from similar businesses.
  • Objectives: Smart objectives set out what the business aims to achieve.
  • Goals: specific statements of anticipated results.

Conclusion:

Effective business planning has to begin with an honest and realistic appraisal of the current position of the business.  The formal term for this is “situational analysis” and there are several planning tools and methods which are helpful in putting the analysis together. The true purpose of situational analysis is to determine which opportunities to pursue:
  • PEST / PESTLE analysis:  identify and analyse trends in the environment
  • Competitor analysis: understand and, if possible, predict the behavior of competitors
  • Audit of internal resources
  • SWOT analysis: build on strengths; resolve weaknesses; exploit opportunities; confront threats.
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What are the Seven Steps in the Decision Making Process

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Decision making is choosing among two alternatives. It’s the heart of all the management. Decision making is very important phenomenon and one have to be very much conscious as well as some tricky steps must be taken. One decision have the capability to make or break anything. Making any decision is the most sensitive issue, and the whole responsibility lies upon the person. One have to be very much careful and while taking any decision, specially related to business or marketing you have to keep your eyes open. In orientation stage people or member meet for the first time and start to get to know each other and after some time their thinking has changed totally, some are think positive and some are think negative so, be careful in decision making.

What are the Seven Steps in the Decision Making

Following Seven Steps in the Decision Making must be used.

1. Define the situation:

The whole circumstances are in front of you and what you need is to revive it and go through the requirements of the scene. Understand what is the need of situation. A parameter of completeness and awareness should be there.

2. Describe and collect information:

Whatever data is required you have to compile that at one place. Information via research is collected and make possibility for making a decision.

3. Develop alternatives:

You must have all possible references, and the structure in your mind and accordingly develop alternatives. What are the outcomes and what are the possible methods to resolve it. What you can do along with your sub-ordinates.

4. Define an agreement among people who are involved:

You can’t have the decision at higher level verbally. Requirements are to properly write them along with the opinions of other people which are related. In black and white, agreement mentioning all terms and conditions should be written.

5. Deciding best alternative:

After having all possibilities now you have to decide for which alternative you should go. Taking all others with you as well. Comparing all merits and demerits of a decision.

6. Do what is indicated:

After selecting seek for a good output, go for a decision which is best and radical in your point of view. You don’t need to get panic. Focus on alternative by staying calm.

7. Determine weather you decision is right or not:

After you have made a decision, now nothing can be altered. You just have to keep pace and according to your thoughts just have to conclude results.

Sometimes decisions have to be made on the spot, with little information and managers with good skills take effective decisions.

Management:

the process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources.
 

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Planning:

Amanagement function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives.
 

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Organizing:

A management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything works together to achieve the organization’s goals and objectives.
 

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Leading:

Creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organization’s goals and objectives.
 

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Directing

Telling employees exactly what to do, once referred to as ‘leading’.

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Controlling:

A management function that involves establishing clear standards to determine whether or not an organization is progressing toward its goals and objectives, rewarding people for doing a good job, and taking corrective.
 

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Vision:

An encompassing explanation of why the organization exists and where it’s trying to head.
 

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Mission Statement:

An outline of the fundamental purposes of an organization. addresses the organization’s self-concept, philosophy, long-term survival needs, customer needs, social responsibility, and nature of product/service.

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Goals:

The broad, long-term accomplishments an organization wishes to attain.
 

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Objectives:

Specific, short-term statements detailing how to achieve the organization’s goals.
 

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SWOT Analysis:

A planning tool used to analyze an organization’s strengths, weaknesses, opportunities, and threats.

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Strategic Planning:

The process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals
 

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Tactical planning:

The process of developing detailed, short-term statements about what is to do be done, who is to do it, and how it is to be done.
 

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Operational Planning:

The process of setting work standards and schedules necessary to implement the company’s tactical objectives

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Contingency Planning:

The process of preparing alternative courses of action that may be used if the primary plans don’t achieve the organization’s objectives
 

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Decision Making:

Choosing among two or more alternatives (heart of all management functions)
 

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Problem solving:

The process of solving the everyday problems that occur. less formal than decision making and usually calls for quicker action.
 

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Brainstorming:

Coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas.
 

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PMI:

Listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third.
 

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Organization Chart:

A visual device that shows relationships among people and divides the organization’s work; it shows who reports to whom.
 

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Top Management:

Highest level of management, consisting of the president and other key company executives who develop strategic plans.
 

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Middle Management:

Level of management that includes general, division, branch, and plant managers who are responsible for tactical planning and controlling.
 

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Supervisory Management:

Managers who are directly responsible for supervising workers and evaluating their daily performance.
 

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Technical Skills:

Skills that involve the ability to perform tasks in a specific discipline or department.
 

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Human Relations Skills:

Skills that involve communication and motivation; they enable managers to work through and with people.


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skills that involve the ability to picture the organization as a whole and its relationship among its various parts.

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Staffing:

A management function that includes hiring, motivating, and retaining the best people available to accomplish the company’s objectives
 

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Transparency:

The presentation of a company’s facts and figures in a way that is clear and apparent to all stakeholders
 

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Autocratic Leadership:

Leadership style that involves making managerial decisions without consulting others.
 

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Participate (democratic) Leadership:

Leadership style that consists of managers and employes working together to make decisions.
 

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Free-rein leadership:

Leadership style that involves managers setting objectives and employees being relatively free to do whatever it takes to accomplish those objectives.
 

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Enabling:

Giving workers the education and tools they need to make decisions.
 

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Knowledge Management:

Finding the right information, keeping the information in a readily accessible place, and making the information known to everyone in the firm.
 

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Five steps of controlling

1. Establish clear standards
2. Monitor and record performance
3. Compare results against standards
4. Communicate results
5. If needed, take corrective action
 

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External Customers:

Dealers, who buy products to sell to others, and ultimate customers (aka end users), who buy products for their own personal use.
 

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Internal Customers:

 
Individuals and units within the firm that receive services.
What are the Seven Steps in the Decision Making Process