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PLANNING



   OBJECTIVES
Objectives


“Objectives are the goals, aims, or purposes
  that organisations wish to achieve over
  varying periods of time”
                        - McFarland
Concepts & Features of Objectives
 Organisations or groups are created basically for
  certain objectives
 Obectives may be broad or specific
 Objectives have hierarchy
 Organisational objectives are conformed
  to the general needs of the soceity
 An organisation have multiple objectives
 Objectives can be changed
Hierarchy Of Objectives
         Means-End Chain
 Higher level goals (ENDS) are linked to
   lower level goals, which serve as the
   MEANS for their accomplishments
                     or
  Achievement of goals at lower levels
becomes the means to achieve the goals at
 the next levels and so on up through the
    different levels of the organisation
Hierarchy
                          Socio
   of                   Economic
objectives               Purpose

                        Mission
 Top Down                                      Bottom Up
                 Overall Org. objectives

               More specific Overall obj.

                  Divisional Objective

             Departmental and Unit objective

                  Individual Objectives
Steps in Goal Setting
 Review the organisation’s mission
 Evaluate available resources
 Determine the goals individually or with
  input from others
 Write down the goals and communicate
  them to all who need to know
 Rreview results and whether goals are
  being met
Management By Objectives
          (MBO)

A management system in which specific
 performance goals are jointly determined
 by employees and their managers, progress
 towards accomplishing these goals are
 periodically reviewed and rewards are
 allocated on the basis of this progress.
Steps in MBO
 Setting Organisational purpose and
  objectives
 Identifying Key Result Areas (KRAs)
 Setting subordinate’s objectives
 Matching Resources with objectives
 Appraisal
 Recycling
Org. Purpose            STEPS IN MBO                   Planning
 And Objectives                                          Premises



                        Key Result Areas


                       Superior’s Objectives



Superior’s Recommendation                      Subordinate’s Statement
For subordinate Objectives                        For his objectives



                        Subordinate’s agreed                   R
 Matching
                             objectives                        E
 Resources
                                                               C
                     Subordinate’s Performance                 Y
                                                               C
                                                               L
                  Performance Review and appraisal             E
Benefits of MBO

 Better Managing
 Clarity in Organisational action
 Personal satisfaction
 Basis for Organisational change
Limitations of MBO
 Time and Cost
 Failure to teach MBO philosophy
 Problem in objective setting
 Emphasis on short term objectives
 Inflexibility
 Frusturation
Pre requisites for MBO
 Purpose of MBO
 Top Management support
 Training for MBO
 Participation
 Feed back for self direction and self control
 Implementing MBO at lower levels
 Conflicting Objectives
Criticisms of PLANNING
 Planning may creat rigidity
 Plan’s can’t be developed for dynamic
  environment
 Formal plans can’t replace intution and creativity
 Planning focus manager’s attending on today’s
  competetion, not on tomorrow’s
 Formal planning reinforces success, which may
  lead to failure.

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Planning ii obj

  • 1. PLANNING OBJECTIVES
  • 2. Objectives “Objectives are the goals, aims, or purposes that organisations wish to achieve over varying periods of time” - McFarland
  • 3. Concepts & Features of Objectives  Organisations or groups are created basically for certain objectives  Obectives may be broad or specific  Objectives have hierarchy  Organisational objectives are conformed to the general needs of the soceity  An organisation have multiple objectives  Objectives can be changed
  • 4. Hierarchy Of Objectives Means-End Chain Higher level goals (ENDS) are linked to lower level goals, which serve as the MEANS for their accomplishments or Achievement of goals at lower levels becomes the means to achieve the goals at the next levels and so on up through the different levels of the organisation
  • 5. Hierarchy Socio of Economic objectives Purpose Mission Top Down Bottom Up Overall Org. objectives More specific Overall obj. Divisional Objective Departmental and Unit objective Individual Objectives
  • 6. Steps in Goal Setting  Review the organisation’s mission  Evaluate available resources  Determine the goals individually or with input from others  Write down the goals and communicate them to all who need to know  Rreview results and whether goals are being met
  • 7. Management By Objectives (MBO) A management system in which specific performance goals are jointly determined by employees and their managers, progress towards accomplishing these goals are periodically reviewed and rewards are allocated on the basis of this progress.
  • 8. Steps in MBO  Setting Organisational purpose and objectives  Identifying Key Result Areas (KRAs)  Setting subordinate’s objectives  Matching Resources with objectives  Appraisal  Recycling
  • 9. Org. Purpose STEPS IN MBO Planning And Objectives Premises Key Result Areas Superior’s Objectives Superior’s Recommendation Subordinate’s Statement For subordinate Objectives For his objectives Subordinate’s agreed R Matching objectives E Resources C Subordinate’s Performance Y C L Performance Review and appraisal E
  • 10. Benefits of MBO  Better Managing  Clarity in Organisational action  Personal satisfaction  Basis for Organisational change
  • 11. Limitations of MBO  Time and Cost  Failure to teach MBO philosophy  Problem in objective setting  Emphasis on short term objectives  Inflexibility  Frusturation
  • 12. Pre requisites for MBO  Purpose of MBO  Top Management support  Training for MBO  Participation  Feed back for self direction and self control  Implementing MBO at lower levels  Conflicting Objectives
  • 13. Criticisms of PLANNING  Planning may creat rigidity  Plan’s can’t be developed for dynamic environment  Formal plans can’t replace intution and creativity  Planning focus manager’s attending on today’s competetion, not on tomorrow’s  Formal planning reinforces success, which may lead to failure.