'Planning and Control\r'

'T competent Of Content 1. Introduction training 3 2. grooming 3 2. 1Goals3 2. 2Plans4 2. 2. 1 The planning Process5 3. arrogant the Management Process6 3. 1Steps in lead6 3. 2Areas of Control7 3. 3Characteristics of Control7 4. Conclusion8 Reference 1. Introduction Of the four unsounded tasks of instruction I w ar chosen to discuss the first and forth stairs of management which argon Planning and positive the management process. Planning is the root word for the relaxation of the management functions. The two core comp totallynessnts in the intend stratum atomic number 18 goals and course of studyning process.Goals argon the destination of the formation, they indicate where the presidency is heading, cookery is the route mapped out to give the goals, the clapperclaws interpreted and the changes that atomic number 18 to be do in order for the institution to reach said goals Planning Planning promotes co-ordination in the connection where all departments t rifle together to reach the pre-de margeined goal. Therefore team tap and interdepartmental co-operation and communication atomic number 18 essential to form toward a primary goal. Management invent and formulate goals which ar later apply to assess subordination .The cost of the plan process may be fourth dimension consuming. A lot of prison term and slide fastener is needed to plan and strategize goals, this may courting a backlog in the management schedule. Planning may become rigid, non allowing any time to stray from the plans in time the budget does non allow for it. The semi-formal planning shape may besides become a routine sort of than viewed as a challenge thusly the initial vigour and creatively may diminish over time. 1. 1Goals Goals are the head start point of any planning phase; they start from a military commission contention and grow more than unique(predicate).Organisations may learn multiple goals the type of goal position is influenced by the take at which it is set. Goals are either stated publicly or non, this is de confinesined by the degree of bareness of the order. Official goals are declared in public to the media. Operative goals are private goals which are kept in spite of appearance the organization. Criteria for effective goals to correct chances of success achieving goals, managers should ensure that goals are not ambiguous. The SMART framework states that goals should be item Goals should be Specific, it indicates what the goal relates to -Measurable , result croupe be evaluated in quantifiable toll -Attainable, challenging yet realistic -Relevant, relates to organisations mission and strategy -Time Bound, specified time delimit to instil a sense of need A goal setting proficiency : Management by objectives is a proficiency whereby the individual and Management goals are compound toward on primary goal. Advantages of MBO The efforts of managers and employees focus on find outing organisa tional goals The organisations doing can modify Employees are motivatedIndividual goals align with organisational goals Disadvantages of MBO Constant change in the environment can ca enjoyment prevalent change in organisational goals Poor traffic between managers and employees reduce the effectiveness of MBO operable goals may dis property strategical goals The organisational cultivation may discourage effective hire of MBO MBO can result in to a fault more than paperwork 2. 2 Plans Plans are the ‘blueprints’ of achieving goals. It is an index number of how goals are to be reached. It specifies resources to be used, the fulfilment in which the plans moldiness be put oned.Managers handle many alternate plans of actions and choose one or a few plan of action that may be approximately feasible this includes External factors such as environment and market stability, strengths and weaknesses of the company and round as a whole as It is best to work to the s trengths of the company pickings into account skills, patent, capital and the mountain range of the organisation. 2. 2. 1 The planning process Variables set the parameters within which the managers can formulate realistic organisational goals and plans.Planning in context, uses five variables namely, map, Mission report, Environment, Values of Managers and flummox of Managers. In each organisation the subprogram must be clear. The organisation must take into account its social responsibility, task creation and how to improve its harvest-festival. The mission statement states a clear defined goal. The organisation is constantly conciliateing the economic environment may cause the plan to change, money may not be available to attain goal, a new route must be planned. Thus with Managers the organisational culture and work ethic must be in line with the organisations view and have germane(predicate) experience.Establish a goal, s eeral different ersatz plans are looked at of which the most feasible plan is selected. This plan is then implement and monitored, called reactive planning. Planning happens on ternary levels of the organisation, top level †long end point strategic goals, fondness level- medium term tactical goals, and lower level †short term operational goals for their department. There are different types of goals and plans. Strategic, Tactical and Operational. Strategic goals and plans refer the company as a whole long term goals and not specific function or operation.These aim to improve the image of the company and market the product to the masses to increase business fortune strengthen the company and foundation in the market place by increase sales and demand of the product. Tactical Goals, for middle management for functional area goals and how to persist out these tasks. These are medium or short term goals derived from the long term goals and are focused goals. Operational goals , are short term goals no long-range t han a year that deal with the daytime to day running of the company which are unit goals and operational standards.These require programs that are followed, objects to be reached, budgets and projects that need to be completed. 2. Controlling the management process The forth step of fundamental management where the assessment of developed functioning against planned performance initiates a new cycle of planning, organising , leading and insure. Organisations use hears to ensure that they progressing toward their goals. Although it is the final step it forms the basis of a new cycle as it gives feedback as to what is working and what needs to changed. The purpose of control is to align goals and actual performance.Control helps organisations adapt to environmental change, helps limit error, ensures companies cope with maturation complexity most importantly It helps minimizes financial implications. 3. 1 Steps In Control Establish performance standards at strategic point and i s a mirror image of planning, as the plans indicate the goals and setting of standards or norms necessary for control. Measuring actual performance is based on assessing quantifiable, reliable results to begin with any valid comparisons are made. survey deviations the results are measured to assess if the target is near or far from the goal.At this stage the gap between below average, level or exceeds expectations are evaluated Take disciplinary action, the results are evaluated and strategy adjusted to achieve required result. 3. 2 Areas of control most(prenominal) organisations define areas of four different types of resources, largely human, financial physical and information resources are deployed to achieve specific goals. Physical control, are the inventory items like raw corporeal deliveries on time so that end product is not interrupted. Quality control, involves the product is made without fault.Human resources involves orderly placement and selection of cater , us e regular job performance evaluations to make sure the standards are not slipping. Information resources are the accurate selling and forecasting of the product, financial resources are the budgeting. fiscal resources are at the centre of control as it enables and restricts the amount of control and planning executed by the company ascribable to affordability. 3. 3 Characteristics of effective control governing body Integration †control formation is more effective when it is integrated with planning.The closer golf links between control and planning the break out the eventual control system entrust be. Flexibility †the system should be able to accommodate change . adjustments that are not regarded as deviations but rather revisal of plans. Accuracy †provides an accurate objective, errors and deviations should not be concealed in the data. Timeliness control data should be supplied regularly as needed and not be taken hastily. Simplicity †a complex system i s viewed as an obstacle because they can have a negative influence on the sound judgement of competent managers.Too much information can be demotivating and place great demand on time and attention of management which means that the control will become too expensive. Conclusion. The enormousness of Goals are that they are unidirectional, meaning that the company moves towards a primary goal using a clearly formulated action. Planning ensures that the company has the resources to reach their goals and controlling the processes is the ever changing adapting process to keep the company on track to achieve the mean goal. REFERENCE : INTRODUCTION TO BUSINESS instruction; TOIT, ERASMUS, STRYDOM; OXFORD UNIVERSITY ; EIGHTH EDITION\r\n'