Types of plans

Types of plans

1OBJECTIVES

VissionMissionOrgnl Objectives Objectives in KRA Dept ObjectivesSectional Objectives Individual OBJECTIVES

2Guidelines for objective settingSpecified clearlyAcheivableSpecific resultsTakes various factors while affecting achievement3History of MBOPeter Drucker first describes this approach in 1954 in his book The Practice of Management.Becomes prominent in 1960it spread in the 1970s and 80s to midsized organizations, commercial and other. In the mid-2000s it is viewed in many circles as a somewhat dated technique not well adapted to the rapid changes and uncertainties of a dynamic Information Age.

Management by Objectives(MBO) is a personnel management technique where managers and employees work together to set, record and monitor goals for a specific period of time.

4SMART Goal Setting Described by Paul J. Meyer Guides people and organisations to set objectives Helps in setting Key Performance Indicators like performance management and personal development

5MBO PROCESS

6BENIFITS OF MBOBETTER MANAGINGCLARITY IN ORGN .ACTIONPERSONNEL SATISFACTIONBASIS FOR ORGNL CHANGE7LIMITATIONS OF MBOLack of Support from Top ManagementResistance by SubordinatesMBO is time consuming and costly processEmphasis is on short term goalsDifficulty in Achievement of group Goals8 What is organising? organising in a general sense means systematic arrangment of activities Organising follows planning

ORGANISING

910 ALLEN defines Organizing is the process of identifying and grouping the work to be performed defining and delegating resposibility and authority and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives.DEFINITION10PROCESS OF ORGANISINGDetermination of activitiesGrouping of activitiesAssignment of dutiesDelegation of authorityEstablishment of structural relationshipCo-ordination of activities11 ORGANIZATION STRUCTURE EXPLAINS THE POSITION AND OFFICIAL RELATIONSHIP BETWEEN VARIOUS INDIVIDUALS IN THE ORGANIZATION.DEFINITION12

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Formal Organisationis formed when two or more persons come together. They have a common objective or goal. It also has a system ofauthority. It has a clear superior-subordinate relationship. In a formal organisation, the objectives are specific and well-defined. All the members are given specific duties and responsibilities. Examples of formal organisation are:- a company, a school, a college, a bank, etc.14Informal Organisationexists within the formal organisation. An informal organisation is a network of personal and social relationships. People working in a formal organisation meet and interact regularly. They work, travel, and eat together. Therefore, they become good friends and companions15FORMAL GROUPSINFORMAL GROUPSIt is concisiously deliberate in natureIt arises spontaneouslyIt is based on delegation of authorityIt arises on account of social interaction or it arises from account of personal factors like friendshipRules responsibilities are written and clearly definedJust unwritten rules and regulationsIt shown in organization chart It has no place in organization chartIt provides a definite structureIt is structure less because it is socialFormal authority is attaches to a positionInformal authority attaches to a person out of social interactions

It flows downwards ( top to lower level)It flows upwards

It is permanent and stableIt is temporary and unstableIt is deliberately impersonalIt is personal16TYPES OF ORGANIZATION STRUCTURE LINE STRUCTURE LINE AND STAFF STRUCTURE FUNCTIONAL STRUCTURE COMMITTEE STRUCTURE PROJECT STRUCTURE MATRIX STRUCTURE17It flows from top to lower level.It is the simplest and oldest method followed in many organization.It is also called as military organization.LINE STRUCTURE

18 GENRAL MANAGER

PRODUCTION MANAGER ASSISTANT MANAGER

SUPERVISORS WORKERS19 Simple and easy to establish. Authority and responsibility is clearly defined Prompts decision. Speedy action taken. Unity of command since each will have full control over subordinates. Ensures Better discipline. It is very economical since it is less elaborate. It provides better scope for supervision.

MERITS OF LINE STRUCTURE20Lacks specialization Overburden with lots of administrative workIt may result in autocratic controlManager enjoys monopoly in the matter of decision making ( he himself take decision)Always downward communications is possibleLacks upward communicationIt is suitable for small concerns employing few personsDEMERITS OF LINE STRUCTURE21The staff is attached to lineThe staff are experts specialized in specific areasThey give ideas to personnelThe staff supports the line personnelLINE AND STAFF ORGANIZATION

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23Expert adviceRelief to top executives.Quality decisions.Flexible.Specialization is not violated.Unity of command is not violated.MERITS OF LINE AND STAFF24Often arises conflicts between line and staff.Leads to confusion since responsibility is not well defined.Ineffective staff .Suitability ( in large organization).DEMERITS OF LINE AND STAFF

25There will be a separate department for different actions or activities. FUNCTIONAL ORGANIZATION

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27 Specialization is possible Work load is less Better control over subordinates Scope for expansion Higher efficiency MERITS OF FUNCTIONAL ORGANIZATION28Unity of command is violated.Interdepartmental conflicts.Delay in decision making.

DEMERITS29A group of persons entrusted in a taskTypes: Standard or permanent committee. Temporary or ad hoc committee. Executive committee. Advisory committee. Formal committee. Informal committee.COMMITTEE ORGANIZATION

30 Scope of group judgment . Proper coordination and control among individuals and departments. Motivation through participation is possible. Various interest groups. Check against misuse of powers.

MERITS 31Expensive affair to constitute a committeeTime consuming or slow decisionCompromise decisionSuppression of ideas

DEMERITS32 It varies from one organization to organization. Any organization execute a large project for a long period of time adopt this project organization. Usually some company have large number of small projects. The term leader organize the expert or specialist.

PROJECT ORGANIZATION33

34 Maximum use of specialized knowledge and skills. Unity of command exist in this organization Flexibility of operation. Fixation of individual responsibility for results. Focuses attention on the specific projects. Provides better coordination.MERITS35 Difficulty in decision making. Pressure and uncertainty due to some several specialist. Difficulty in coordination. Evaluation of performance of various specialist is difficult.DEMERITS

3637It is suitable where there is large number of small projects.It is also called as multiple command system.It is also called as linking pins.MATRIX ORGANIZATION STRUCTURE

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38BEST UTILISATION OF ORGANIZATIONAL RESOURCES.BENEFIT TO BOTH FUNCTIONAL AND TECHNICAL SPECIALIST .IT PROMOTES COMMUNICATIONPERMITS HIGHER DEGREE OF FLEXIBLITY AND ADAPTABILITY.MERITS

39Its against principle of unity of command.Quick decision may not be possibleIt gives scope for conflicts. DEMERITS40SPAN OF MANAGEMENT

It is also called as span of control or span of supervision.

It refers to the number of subordinates that report directly to a single manager or supervisor.41TWO TYPES OF SPAN

NARROW SPAN OF MANAGEMENT Tall organization. Manager oversees few subordinates. better communication. example : handicraft , ivory work , etc.

4216-Jul-15 WIDE SPAN OF MANAGEMENTFlat organization . Manager oversees large number of subordinates. Less overhead cost. example: large firms .

4316-Jul-15DEPARTMENTATION

It is a process of grouping individual jobs into departmentation.

TYPES: Departmentation by function. Departmentation by products. Departmentation by territory. Departmentation by customers. Departmentation by process. Departmentation by time and numbers.

4416-Jul-15Departmentation by FUNCTIONS

45Departmentation by product

4616-Jul-15Departmentation By Customers

Each department will serve the particular type or class of customers.

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48Departmentation by territory

49staffingStaffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organizations effectiveness.

Theselectionandtrainingofindividualsfor specificjobfunctions, andchargingthem with theassociated responsibilities.

According to Theo Haimann, Staffing pertains to recruitment, selection, development and compensation of subordinates.50FACTORS AFFECTING STAFFINGInternal - orgnl size - orgnl Image - Technological factors -Change in Employee Roles

External

-Political factors - Economic factors -Social factor - legal factor

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