PLANNING

INTRODUCTION

Planning is a deliberative, systematic phase of the nursing process that involves decision
making and problem solving. In planning the nurse refers to the client’s assessment data and
diagnostic statements for direction and formulating client goals and designing the nursing
strategies required to prevent, reduce or eliminate the client’s health problems.

Planning is he systematic thinking about the ways and means for the accomplishment of
predetermined objectives.

CONCEPT OF PLANNING

 ‘Planning is preparing a blueprint’.

 Planning is a future-oriented process. It decides in advance ‘what’ is to be done,

‘how’ it is to be dong, ‘when’ to do it, ‘who’ is to do it and ‘where’ it is to be done.

 A manager first decides on the jobs he wants to do. Thereafter, he sets long term and
short-term objectives for the organization and decides on the means or develops
strategies that will be used to achieve these objectives.

 Planning refers to thinking ahead of time and formulating preliminary thoughts.

 It is a continuous, intellectual process of determining philosophy, objectives, policies,

procedures, and rules and standards.

 It involves long -term and short-term projections and the fiscal course of actions.

DEFITIONS OF PLANNING

Alfred and Beatty: Planning is a thinking process, the organized foresight, the vision based
on facts and experience that is required for an intelligent action.

Koontz: and O’Donnell: Planning is essentially decision making since it involves choosing
from among alternatives.
MISSION OF PLANNING

1. Mission always implies concern with the future and with this in mind, planning:

2. Leads to success in achieving goals;

3. Provides meaning to effective use of available resources such as personnel and

facilities in the organization;

4. Helps to cope with situational crises,

5. Ensures effective control leading to cost effectiveness and

6. Helps to discover the need for change.

PHILOSOPHY OF PLANNING

1. Planning sets guidelines and constraints for the behaviour of the firm.

2. Planning requires flexibility, energy and specificity. it should be simple, realistic, a

guide for action in reaching the goal, and must allow for adjustment as expected and
unexpected events occur.

3. Planning is essential; a manager must be able to overcome barriers that impede

planning.

4. Planning must be done by hierarchical order and must be congruent in its flow.

PRINCIPLES OF PLANNING

1. Contribution to objectives: Every major and derivative plan should contribute

positively towards the accomplishment of the enterprise’s objectives.

2. Efficiency of plans: The efficiency of a plan is measured by the amount it contributes

to desired objectives minus the costs and other undesirable consequences involved in
the formulation and operation of the plans.

3. Primacy of planning: This principle emphasizes that a manager can hardly perform
other managerial functions without a road map of plans to guide him.
 4. Planning premises: A coordinated structure of plans can be developed only when
managers throughout the organization understand and agree to utilize consistent
planning premises..

5. Policy framework: A consistent and effective framework of plans can be developed

only if the basic policies that guide decisions are expressed clearly and are understood
by the manager who prepares the plans.

6. Timing: When the plans are structured in a time frame to provide an appropriately
limited, intermeshed network of derivative and supporting programmes, these plans
can contribute effectively and efficiently towards the attainment of the enterprise
objectives.

7. Alternatives: In choosing from alternatives, the planner should focus primarily on

those factors that are critical to the attainment of the desired goal. This will help in
selecting the most favourable alternative.

8. Commitment: Logical planning should cover a time period that can ensure that the
commitment involved in a decision can be fulfilled.

9. Flexibility: This principle deals with the ability to change what is built into the plans
and reduce the risk of loss due to unexpected events.

10. Navigational change: The manager should periodically check on events and
expectations and redraw plans to maintain a course towards the desired goal.

11. Competitive strategies: While formulating plans, a manager should take into account
the plans of rivals or competitors, and what they would do in a similar situation.

OBJECTIVES OF PLANNING

Following are the objectives for management planning:

1. To bring about unity and uniformity in the working of an organization.

2. To achieve coordination in power and efforts of the employees working in an

organization.

3. To direct human power towards collective interest.

 4. To curtail the cost /expenses of an organization.

5. To bring about a certainty in the functions by formulating plans.

IMPORTANCE OF PLANNING

Planning is an important function of management, therefore, an organization’s success

depends on good planning.

1. Planning eliminates or reduces the chances of uncertainty.

2. Planning avoids overlapping of activities.

3. Planning helps to set standards and targets.

4. Planning helps in coordinating activities.

5. Planning gives direction to an organization.

6. Planning eliminates duplication of efforts.

7. Planning concentrates resources on important services.

8. Planning improves communication and inter-personal relationships.

9. Planning is looking ahead; determining goals, objectives, policies, procedures and

methods and considering various other activities.

10. Planning ensures the best utilization of resources and economy of performance.

11. Planning is a continuous process, affecting improvement in services and solving

problems encountered or likely to be encountered.

12. Planning ensures order and control.

13. Planning leads to effectiveness and efficiency.

14. Planning provides flexibility and makes provision for further growth and
development.

15. Planning helps in decision making.

16. Planning reduces the cost of performance.

COMPONENTS OF PLANNING

a) Objectives: Objectives comprise a basic plan, which determines the goals or end
results of the projected action of an enterprise. By setting goals, objectives provide the
foundation upon which the structure of a plan can be built.

b) Policies: Policies are written statements or oral understanding. Sometimes, they are
general terms for governing actions in repetitive situations. Realization of objectives
is made easy with the help of policies, as policies provide practical solutions to
problem.

c) Procedures: Procedures indicate the specific manner in which a certain activity is to

be performed. They are more definite and specific guides to action, but only for the
fulfilment of objectives.

d) Programmes: Programmes weld together different plans for implementing them in a

complete and orderly course of action. Programmes are necessary for both repetitive
(routine planning) and non-repetitive (creative planning) course of action.

e) Budgets: Budgets are plans continuing statements of expected results in numerical

terms, that is, rupees, man-hours, product units and so forth.

CHARACTERISTICS AND NATURE OF PLANNING

The following are the important characteristics of planning :

1. It focuses on objectives: A plan starts with the setting of objectives and then makes
efforts to realize them by developing policies, procedures, strategies, etc.

2. It is an intellectual process: According to Koontz and O’Donnell, planning is an

intellectual process involving mental exercise, foreseeing future developments,
making forecasts and determining the best course of action.

3. It is a selective process: It involves the selection of the best course of action after
making a careful analysis of various alternatives. It is concerned with decision making
relating to (1) what is to be done, (2) how it is to be done, (3) when it is to be done
and (4) by whom it is to be done.
 4. It is pervasive: Planning covers all levels of an enterprise. While the top management
is concerned with strategic planning, the middle and lower management are concerned
with administrative planning and operational planning, respectively.

5. It is an integrated process: Planning involves not only the determination of

objectives but also the formulation of sound policies, programmes, procedures and
strategies for the accomplishment of these objectives. It is the first of the managerial
functions and facilitates other managerial functions like organizing,

6. It is directed towards efficiency: The guiding principles of a good plan are

maximum output and profit at minimum cost.

7. It is flexible: The process of planning should be adaptable to the changes taking place
in the environment.

8. It is the first function in the process of management: A manager must plan before
he can possibly organize, staff, direct or control. Because planning sets all other
functions into action, it can be seen as the most basic function of management.

9. It is a decision-making process: Decision making occurs at many points in the

planning process. Therefore, planning features an important aspect called decision
making. It can be defined as the process of picking out between different choices.

10. It is a continuous process: Koontz and O’Donnell appropriately observe this fact.
Like a navigator constantly checks where his ship is smoothly sailing in the vast
ocean, in the same way a manager should also constantly ascertain the progress of his
plans. He must constantly keep tabs on the conditions, both within and outside the
organization, to find out if changes are necessary in his plans.

ESSENTIALS OF A GOOD PLAN

According to Urwick, the essentials of a good plan are as follows:

1. It should be based on a clearly defined objective.

2. It must be simple.

3. It should be rational and appropriate.

4. It should be comprehensive.
 5. It should provide for a proper analysis and classification of actions.

6. It must be flexible.

7. It must be balanced.

8. It must use all available resources and opportunities to the utmost before creating new
authorities and new resources.

9. It should be free from social and psychological biases of the planners as well as of
subordinates.

10. There should be proper coordination among short and long-term plans.

ADVANTAGES OF PLANNING

The following points emphasize the benefits of planning:

a) Offsets future uncertainty and change: A business concern has to work in an

environment which is uncertain and ever changing. Planning helps the manager carve
out the future course of action and this brings a higher degree of certainty and order
into the organization, than would be present without planning.

b) Tackles increasing complexity in modern business: To run a modern business

undertaking, there is need for a large number of people with different specializations
and complex machines. This makes it necessary for the management to depend on
planning to get a clear idea of what is to be done, when it is to be done, where it is to
be done and how it is to be done.

c) Helps in coordination: Planning, through its defined objectives, well-publicized

policies, programmes and procedures, helps the management in the coordination
process.

d) Helps in exercising effective control: Planning involves determining in advance the

work to be done, the person responsible for doing it, the time to be taken to do that
work and the costs to be incurred.

e) Helps in the proper utilization of the company’s resources: As planning involves

deciding in advance what is to be done, when, where, by whom it is to be done, etc., it
 is possible to properly utilize the company’s resources and to achieve its objectives in
the best and most cost-effective manner.

f) Facilitates unity of action: When properly planned, policies, procedures and

programmes are predetermined, and every decision and action should be within the
framework of such policies, procedures and programmes. This facilitates unity of
action and also avoids confusion or misunderstanding at any level.

g) Helps in avoiding business failures: As planning involves the selection of best

objectives, unity of action, coordination of activities, economy in operation and
offsetting of future uncertainty and change, there is a great possibility of avoiding
business failures.

h) Focuses attention on the organization’s goals: Planning facilitates a manager to

concentrate his attention on the organizational goals and activities.

i) Improves competitive strength: The enterprises that adopt planning will have a
competitive edge over other enterprises which do not. This is because planning
enables such enterprises to discover new opportunities and thereby shape their own
future.

j) Improves adaptability: Planning helps the manager to foresee the challenges that
may crop up during the process, and he/she may accordingly keep room for
adaptability.

k) Guides decision making: The success of an organization depends to a great extent on

the type of decisions that are made at the various levels. Decision making involves
making a choice from various available alternatives after evaluating each of them.

LIMITATIONS OR DISADVANTAGES OF PLANNING

1. Forecasts: Planning is based on forecasts and if realizable data is not available for
making forecasts, planning is sure to lose much of its value.

2. Rigidity: Planning implies strict adherence to predetermined policies, procedures and

programmes. This restricts individual freedom, initiative and desire for creativity.
 3. Time consuming: Planning is time consuming and may delay action in certain cases.
But to make plans realistic, it is necessary that sufficient time be given to the planning
process.

4. Costly: Planning is an expensive exercise as a lot of money has to be spent for

preparing estimates, collecting information and facts for analysis, etc.

5. Influence of external factors: Sometimes, because of the influence of external

factors like government control, natural calamities, break-out of war, changes in
political and economic situations, etc., that are beyond the control of the planners, the
effectiveness of planning becomes limited.

6. Limited scope for specific organizations: With quickly changing situations in

organizations, the scope of planning is said to be restricted.

7. People’s resistance: Planning may sometimes generate resistance. In old established

organizations, managers are often frustrated in instituting a new plan simply by the
unwillingness or inability of workers to accept it.

8. Failure of planners: Sometimes, the persons involved in the planning process fail to
formulate correct plans. Some of the reasons for this failure are lack of commitment
to planning

FACTORS INFLUENCING PLANNING

The following, factors influence the planning:-

Objectives

Organizational objectives are the basis for developing a plan. Planning dimensions include
the relationship between management and organizational objectives, individual versus
organizational objectives, operational objectives and management objectives. This also
throws light on strategic planning, decision-making processes and various types of plans and
planning tools available to managers.

While laying down objectives, there are certain requirements that managers should always
keep in mind:

1. Objectives must support one another.

 2. Objectives must be precise and measurable.

3. Objectives must be clear.

4. Objectives should always remain valid.

5. Objectives should be result centered.

6. Objectives should encourage higher performance, yet be realistic.

7. Objectives must be balanced.

Policies

Policies provide the framework within which the decision makers are expected to operate.
They are a guide to the thinking and action of subordinates for the purpose of achieving the
objectives

of the business successfully.

Characteristics of a Good Policy:-

a) Policy should help in achieving the enterprise's objectives.

b) It should provide only a broad outline and leave scope for interpretation by
subordinates so that their initiatives are not hampered.

c) Policies should not be mutually contradictory and there should not be inconsistency
between any two policies that may result in confusion and delay in action.

d) Policies should be sound, logical and flexible, and should provide a guide for thinking
in future planning and action. Further, they should provide limits within which
decisions have to be made.

e) Policies should reflect the internal and external business environment.

f) Policies should be in writing and the language of the policies should be intelligible to
the persons who are supposed to implement them and to those who are to be affected
by them,
Guidelines for Effective Policy Making

a) Policies as far as possible should be in writing.

b) They should be clearly understood by those who are supposed to implement them.

c) They should reflect the objectives of the organization.

d) Subordinates and top managers who are required to implement policies must
participate in the formulation of policies.

e) Conditions change and policies must also change accordingly. Hence, a policy must
strike a reasonable balance between stability and flexibility.

f) Different policies in the organization should back up one another and should not
move in different directions.

g) Policies should not cause any kind of damage to the interests of society.

h) At regular time intervals, policies should be reviewed to ascertain if any modifications

are necessary to change any aspect in it or completely give up the policy.

Procedures

Objectives and policies do not state the ways and means through which they are to be
accomplished and put into effect. Hence, there is a need for procedures. Procedures are clear-
cut administrative specifications prescribing the time sequence for work to be done.

Important Features of Procedures

1. They are a guide to action.

2. They are generally meant for repetitive work so that some steps are followed every
time that activity is accomplished. This is the reason why ‘procedures’ are also called
‘repetitive use plans.

3. Procedures are established in keeping with the objectives, policies and resources
position.

4. They are concerned with establishing the time sequence for work to be done.

Methods
Method specifies the way in which a particular step is to be performed. Procedure details the
various steps to be taken to perform a particular task. Method is more detailed than
procedure.

Rules

A rule specifies what is to be done and what may not be done in a given situation. Rules do
not leave any scope for decision making or judgement. They are to be enforced rigidly and a
fine or penalty may be imposed for ignoring them. ‘No smoking’ is an example of a rule.

Strategy

Strategy is a term which is normally used in the battlefield for planning a military movement,
handling of troops, etc.

In modern times, the word ‘strategy’ has found its way into the management field. In the
context of a business concern, strategy indicates a specific programme of action for achieving
the - organization’s objectives by employing the firm’s resources efficiently and
economically.

TYPES OF PLANNING

1. Physical planning: it aim guiding and controlling the development of cities in orderly
fashion instead of leading them to grow in a haphazard manner.

2. Economic and social planning: economic planning involves advance determination

by state agencies of the needs of the country for the more essential economic goods
and services, over a given period, arranging them into a scheme of priorities of
controlling both production and consumption with a view to their fulfilment with that
period.

3. Administrative planning: administrative planning is a phase of management and

involves drawing up a programme of operations in advance and the provision of the
requisite organization, personnel, material and procedure for carrying it out.

4. Comprehensive planning: it connects planning for the totality of the economy. It

takes into account the aggregate targets to be reached by the economy as a whole.
 5. Partial planning: to many under developed countries, the economy is now divided
between the public sector and the private sector.

6. Imperative planning: an imperative plan not only covers every branch of activity but
embraces many aspects of economic life including volume of output, prices,
employment.

7. Indicative planning: it gives for greater scope to the freedom in the economic system
as compared with imperative planning.

8. Planning by compulsion: it includes whole battery of physical controls like

allocation of raw material to various production unit in industry and agriculture and
license for setting up industries.

9. Totalitarian and democratic planning: it is describe as one where the almighty state
or the planning authority imposes a pervading discipline of planning.

10. Sectorial and spatial planning: traditionally, plans are broken into sectors/ primary,
secondary and tertiary.

11. Rolling plan: the concept of rolling plan evolved a five plan which is rolled on from
year to year.

CONCLUSION

Planning is a future-oriented process. It decides in advance what is to be done, how it is to

be , when to do it, who should do it and where it is to be done. A manager first decides on the
jobs he wants to do. Therefore, he sets long- and short-term objectives for the organization
and decides on the means or develops strategies that will be used to achieve these objectives.
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