REVIEWER
REVIEWER
REVIEWER
PLANNING
Planning is the first and essential management function.
Importance of Planning:
Types of Plans
1. Strategic Plans: Broad, organization-wide goals. Set by top management (CEO, president).
2. Operational Plans: Narrow focus on specific areas or units. Essential for achieving broader goals.
3. Long-Term Plans: Cover more than three years. Promote clarity and alignment among all
organization members.
4. Short-Term Plans: Cover one year or less. Support long-term goals and are handled by
department/unit heads.
5. Directional Plans: Flexible, provide general guidelines. Must align with strategic goals.
8. Standing Plans: Ongoing, guide repetitive activities. Often part of operational strategies.
Planning Levels
1. Forecasting
Predicting future events or conditions to guide planning.
a. Types:
Qualitative Forecasts: Based on expert opinions.
Quantitative Forecasts: Based on statistical and mathematical analysis.
Caution: Forecasts are predictions and may be inaccurate due to human judgment
errors.
2. Contingency Planning
Prepares for unexpected events or when things go wrong. Includes "trigger points" that
indicate when to implement alternative plans.
3. Scenario Planning
A long-term version of contingency planning.
Involves identifying possible future scenarios and preparing alternative plans to address
them.
Examples of scenarios: Climate change, environmental issues, human rights challenges.
4. Benchmarking
Comparing company practices with those of others to adopt successful strategies.
Types:
External Benchmarking: Learning from other organizations’ best practices.
Internal Benchmarking: Encouraging units within the organization to share and adopt
best practices.
5. Participatory Planning
Involves including those affected by plans and those responsible for implementing them
in the planning process.
Benefits:
• Encourages creativity.
• Promotes acceptance and understanding of plans.
• Fosters commitment to successful implementation.
Decision Making
1. Structured/Programmed
a. Decisions Repetitive and routine decisions.
b. Applied to structured, familiar, and easily defined problems.
c. Example: Handling a customer complaint about dirty utensils in a restaurant using
standard procedures.
2. Unstructured/Nonprogrammed Decisions
a. Unique and non-recurring decisions.
b. Applied to unstructured, new, or unusual problems with incomplete information.
c. Example: Deciding whether to open a new hotel branch in another city.
ORGANIZING
Nature of Organizations
Simple
Functional
Divisional
Team Design
Matrix-Project Design
Boundary-less Design
Delegation
Steps in Delegation
Formal Organization
- Created by the company owner or manager to help the firm achieve its goal.
Informal Organization
- Formed based on friendship or shared interest among members.
STAFFING
Definition and Nature of Staffing
process of attracting, hiring, and retaining qualified individuals to fill organizational roles
1. External Forces:
a. Economic conditions
b. Technological advancements
c. Social, political, and legal factors
2. Internal Forces:
a. Organizational goals and objectives
b. Technology and types of work
c. Salary scales (can impact turnover and recruitment)
d. Existing workforce dynamics
Recruitment
a set of activities designed to attract qualified applicants for job position vacancies in an
organization
External Recruitment
Internal Recruitment
Methos of Recruitment
Advertisements
Unsolicited applications
Internet recruiting
Employee referrals
Executive search firm
Educational institutions
Professional associations
Labor unions
Public and private employment agencies