MANAGEMENT

PLANNING AND
CONTROL

PRESENTED BY ELIZABETH C. CAMPO

MANAGEMENT PLANNING AND
CONTROL

The essence of the management process is decision-making. Decision

making is an unavoidable and continuous management activity. It may
be directed towards some specific objectives, or it may result as a
reaction of environmental factors as they occur. The decision-
making process should be both efficient and effective. It would be
effective when management’s objectives are achieved. It is said to
be efficient when objectives are realized with the minimum use of
resources. The process of decision-making involves two basic
management functions of planning and control.
FACTORS AFFECTING PLANNING

Planning enables managers to adjust the

environment in which their companies operate
instead of only reacting to changes. The
following factors would affect the planning
function of management at the workplace
COMPETITION
Companies that do not jump quickly into a promising product or service market may be outmaneuvered by
their competitors. Planning may take a backseat to enter the profitable, emerging market for a new product
or service when a company wants to beat its competitors. In some cases, the higher costs of completing the
project before competitors that come from a lack of thorough planning do not have negative effects on the
business. The higher profits that come from beating competitors to customers more than compensate for
them. However, a hurried entrance into a new market can cost the company money in the long run and not
make full use of managers’ planning abilities.

Economic Conditions
The overall economy or health of the company’s industry also may negatively affect a manager’s ability to
plan. When sudden downturns occur, planning must be stopped, adjusted or taken in a new direction. If the
economy improves significantly, managers may scrap former plans and begin new ones. Managers must be
flexible to changing outside economic conditions even when they are in the midst of planning a project of
special interest to them.
ABILITY OF MANAGERS
As reported by American Intercontinental University, the foremost role of a manager is to create plans to
meet company's objectives. Managers themselves also affect their own planning function. If they are not
good planners in general or do not have the experience, education or background in planning required to
be successful, they are more likely to plan poorly. They may not fully commit to the planning process, as it
can be complicated and time-consuming.

They also may sacrifice their visions of the long term for solving short-term problems. Managers may rely too
much on their planning departments to construct and organize the vision for a project. The responsibility to
plan still rests with them. Managers also may focus too much on the variables they can control instead of
the variables that they cannot, such as the economy. The ability of managers is one of the major factors
determining the production control at the workplace.

AVAILABILITY OF QUALITY INFORMATION

When planning occurs, it is vital to have accurate information from consumers, the market, the economy,
competitors and other sources. Managers who do not have accurate and timely information are more likely
to plan poorly and inadequately. Management Information System (MIS) has become a vital tool in providing
accurate and timely information required for planning a project and developing a business strategy.
 FORECASTING

Forecasting in project management is the

process of making predictions, guesses, or
assumptions of the possible outcomes of a
project. These project forecasts are made
through the analysis of historical project data
as well as predicted future performances.
 FORECASTING

Forecasting in project management is the

process of making predictions, guesses, or
assumptions of the possible outcomes of a
project. These project forecasts are made
through the analysis of historical project data
as well as predicted future performances.
 1. Optimize resources

AIMS AND Management teams work to use resources effectively

to provide the most output possible. This objective
creates the ability to increase profits by reducing the

OBJECTIVE ratio of resource costs to profits. Management teams

implement logistic strategies and procedures to identify

and reduce processes that create waste and require

extra resources.

2. Increase efficiency
Increasing the efficiency of operations, production and
services allows for greater production, sales and
profits. Management systems track the processes,
duration and flow of the workplace to determine
methods that provide more efficient outcomes.
Managers may work with other employees and
department leaders to create and implement new
processes and requirements.
 3. Maximize profits

AIMS AND Management teams aim to find the balance between maximizing
profits and promoting a beneficial workplace for employees.
Maximizing profits includes working with various departments and
OBJECTIVE leaders such as accountants, supervisors and executives to
determine areas that require improvements and changes.

Managers can achieve maximum profit objectives by identifying
unnecessary expenses and waste and creating new procedures for
more efficient operations.
4. Promote personal development
An effective management team prioritizes the growth and
development of its employees. Providing opportunities such as
seminars, mentorship programs, training resources and internal
promotions allows employees to develop new skills and advance
their careers. The personal development and growth of employees
can also contribute to the growth, quality and efficiency of work
produced and can help management achieve multiple objectives
simultaneously.
 5. Maintain quality

AIMS AND Management teams handle the regulations, procedures and

parameters for the production and distribution of products and
services. A primary objective of management includes maintaining
OBJECTIVE the quality standards necessary for the organization. The team
collaborates with other departments, supervisors and employees

to create, implement and maintain quality.

6. Uphold workplace morale

The environment, attitudes and morale of an organization can
affect the overall production and profits. Positive morale among
employees creates intrinsic motivation for employees to complete
tasks and contribute greater effort. Management teams work to
uphold morale by implementing effective authority structures,
creating incentive programs and responding to employee feedback.
Valuing employees and ensuring positive relations increases
morale and motivates individuals to continue to grow.
 7. Reduce risk

AIMS AND Many management positions focus on forecasting and projecting

results and changes. One main objective for managers includes
using planning and predictions to reduce opportunities for risks
OBJECTIVE and losses. Reducing risk factors such as safety issues, wasted
resources and extra expenses can help increase profits and

eliminate loss.

8. Generate business strategies

Management teams often use higher-level critical thinking and
abstract strategy to improve operations and profits. The team
collaborates with executives, leaders and stakeholders to
generate, pitch and implement overall business strategies or
frameworks. Creating an effective and consistent business
strategy can help identify and narrow objectives for all
employees to reach a common goal.
 9. Coordinate workflows

AIMS AND The workflow and internal structure of an organization can

influence productivity and efficiency. Management teams may
include or work with logistics, engineering and production
OBJECTIVE professionals to develop logical and expedited workflows, internal
structures and facility designs. Managers may also utilize tools

such as organization charts, flow diagrams and procedure audits
to evaluate and communicate workflow operations.

10. Identify talent

An organization's management aims to identify, acquire and
maintain top candidates and employees. Managers may work with
recruiters to establish hiring requirements, evaluate candidates
and create recruitment offers. Identifying and gaining talented
and qualified employees increases the knowledge, expertise and
production of the organization as a whole.
 11. Ensure availability

AIMS AND Management teams work to handle, maintain and predict the
availability of resources, goods and services. To achieve this
objective, managers may project and forecast the needs of the
OBJECTIVE organization or public and monitor issues such as shortages.
Predicting and handling issues allows the management team to plan

and implement changes to prevent production and distribution
delays.

10. Identify talent

An organization's management aims to identify, acquire and
maintain top candidates and employees. Managers may work with
recruiters to establish hiring requirements, evaluate candidates
and create recruitment offers. Identifying and gaining talented
and qualified employees increases the knowledge, expertise and
production of the organization as a whole.
 POLICY-MAKING, PROGRAMMES, AND
PROCEDURE
Policy – A business rule or company guideline that gives

employees, their departments and the overall company

direction. It ensures consistency and compliance with the
company’s mission, values and strategic goals, and serves
as a guideline for procedures. Most of the time, policies
are made by upper management, which uses policies to
guide their decisions. Within a policy, you should explain
what it is about, why it is required, what department it
falls under and who is responsible for executing and
enforcing it.

 POLICY-MAKING, PROGRAMMES, AND

PROCEDURE
Procedure – While a process is a broad overview, a

procedure is more detailed, offering step-by-step

instructions on how to perform part of a process or a
specific task. Because procedures are used by employees
the most, their input is often sought in their creation;
procedures are the practical applications of the policies
created by upper management. Within a procedure, you
should describe who performs it and what steps are
performed, as well as when and how they are performed.

Importance of Program Management

Program management offers a streamlined approach to managing the complex interconnectivity of business
undertakings. Within enterprises, projects are covered within large geographical spaces, touched by multiple
individuals, and often shared within small circles and may not get to where they were intended.

Program managers introduce a compound solution and best practices to manage multiple projects. This minimizes or
even better eliminates problems that occur because of inefficient business methods such as communication
breakdowns and inaccurate information that creates undesirable results. Benefits of implementing a program
management process into an organization include:

- Improved visibility of timelines, milestones, and interdependencies. This allows for better, more educated
decision making processes
- The well-defined framework reduces the time spent on assessing the success of past/present/future
business strategies and the possibility of implementation
- With suppliers, partners, and other stakeholders more actively participating, information flows are clearer
and more concise
- All data is acquired through more accurate processes making it easier to communicate more authentic,
real-time information
- Communication between stakeholders and decision-makers is detailed and clear
 Classical Management Theory
Classical management theory prioritizes profit and
CLASSICAL assumes that personal gain motivates employees. It
aims to streamline operations and increase
PRINCIPLES OF productivity.

MANAGEMENT Major concepts include specialization,

incentivization, and hierarchical structure. The first

two contribute to employee efficiency and drive.
Centralized leadership simplifies decision-making,
and a meritocratic chain of commands provides order
and oversight. At every level, standardization reduces
waste and error. There are many strengths to
classical management theory. It provides clarity for
both the organization and its personnel, and
specialization and sound hiring practices place
employees in positions they can handle and even
master.
 Scientific Management Theory
Scientific management theory is sometimes called Taylorism
CLASSICAL after its founder Frederick Winslow Taylor, a mechanical
engineer. Taylor employed scientific methods to develop

PRINCIPLES OF organizational principles that suited mass production needs.

After creating and proving his theory as a manager and
consultant, he wrote ” The Principles of Scientific
MANAGEMENT Management” in 1911.

Develops a science consisting of best practices for all
elements of their employees’ work
Selects and trains employees accordingly
Works with employees to ensure that the science is followed
Assumes half the responsibility for all work through process
development, guidance, and maintenance
Today, many companies have adopted a version of the
scientific management theory. By standardizing tools and
procedures, they hope to increase productivity and reduce
the reliance on individual talent and workers.
 Bureaucratic Management Theory
Max Weber was one of the foremost scholars of the
CLASSICAL late 19th and early 20th century. He strongly
influenced — and continues to influence —
PRINCIPLES OF economic, religious, and political sociology. He
explains bureaucratic management theory in
MANAGEMENT “Economy and Society,” published posthumously in
1922.

Weber believed that standard rules and well-

defined roles maximize the efficiency of an
organization. Everyone should understand the
responsibilities and expectations of their position,
their place within a clear hierarchy and general
corporate policies. Hiring decisions and the
application of rules should be impersonal, guided
only by reason and established codes.
 Administrative Management Theory
Just as scientific management theory is
CLASSICAL sometimes called Taylorism, administrative
PRINCIPLES OF management theory is sometimes called
Fayolism.
MANAGEMENT
Henri Fayol was a mining engineer who

sought to codify the responsibilities of
management and the principles of effective
administration. He outlined these in “General
and Industrial Management” in 1916.
 heory X and Theory Y
CLASSICAL Douglas McGregor primarily investigated the way
managers motivate their employees. The same
PRINCIPLES OF tactics don’t work across the board, and individuals
require different types of oversight or
MANAGEMENT encouragement. In 1960, McGregor developed
Theory X and Theory Y in response, laid out in

“The Human Side of Enterprise.”

This management theory divides workers into two

camps that require two leadership styles. Theory X
workers lack drive. Managers need to provide large
amounts of structure and direction to get them to
accomplish the necessary work. These workers
demand an authoritarian style of management.
Modern Management Theory
Modern management theory adopts an
approach to management that
MODERN
balances scientific methodology with
humanistic psychology. It uses emerging
MANAGEMENT
technologies and statistical analysis to
make decisions, streamline operations PRINCIPLES

and quantify performance. At the same

time, it values individual job
satisfaction and a healthy corporate
culture.
Systems Management Theory
It’s no surprise that Ludwig Von
Bertalanffy, who developed systems
MODERN
management theory, was a biologist. This
theory borrows heavily from that
MANAGEMENT
discourse. Systems theory proposes that
each business is like a single living organism. PRINCIPLES
Distinct elements play different roles but
ultimately work together to support the

business’s health. The role of management is

to facilitate cooperation and holistic
process flows.
Contingency Management Theory
Contingency management theory addresses
the complexity and variability of the modern
MODERN
work environment. Fred Fiedler realized
that no one set of characteristics – no
MANAGEMENT
single approach – provided the best
leadership in all situations. Success instead PRINCIPLES
depended on the leader’s suitability to the
situation in which they found themselves.

 The Functions of Management

GENERAL
While managers often view their work as task
or supervisory in orientation, this view is an
illusion.
MANAGEMENT At the most fundamental level, management is

a discipline that consists of a set of five
general functions: planning, organizing,
staffing, leading and controlling. These five
functions are part of a body of practices and
theories on how to be a successful manager.

Understanding the functions will help managers

focus efforts on activities that gain results.
Summarizing the five functions of great
management (ICPM Management Content):
 GENERAL 1. Planning: When you think of planning in a
management role, think about it as the
MANAGEMENT process of choosing appropriate goals and
actions to pursue and then determining what

strategies to use, what actions to take, and
deciding what resources are needed to achieve
the goals.

2. Organizing: This process of establishing

worker relationships allows workers to work
together to achieve their organizational
goals.
 GENERAL 3. Leading: This function involves articulating a
vision, energizing employees, inspiring and
MANAGEMENT motivating people using vision, influence,
persuasion, and effective communication skills.

4. Staffing: Recruiting and selecting employees
for positions within the company (within teams
and departments).

5. Controlling: Evaluate how well you are

achieving your goals, improving performance,
taking actions. Put processes in place to help
you establish standards, so you can measure,
compare, and make decisions.
 Be consistent
Whether you're setting schedules, holding
meetings or conducting performance reviews, try
being consistent. Being fair in praise, 15 MANAGEMENT
expectations and delegations allows team
members to feel like they are equals. This can
help promote group unity.
TECHNIQUES
Be open to new ideas

If your employees come to you with new ideas,

constructive criticism or general feedback, listen
to them. Take notes or ask them to send you any
proposals they've prepared. See if their
suggestions may fit into your current business
model, or if they are worthwhile enough to make
large-scale changes to the system. Employees like
to know that their managers value more than
just their skills and productivity, and that their
ideas can translate into real improvements.
.
Build your best team
When team members have good working
and personal relationships with one 15 MANAGEMENT
another, it may make them happier or
more excited to come to the
workplace. When looking for new team
TECHNIQUES
members, consider both their skills and
their personalities. Meet with

candidates one-on-one during the

hiring process to get to know them as
people and prospective candidates.
Consider if they'll work well with other
members of the team and if they can
bring new ideas, background knowledge
or perspectives to the group.
Authoritative: Leading in a firm but fair manner and giving clear long-term direction for a project or goal
Affiliative: Leading by creating harmonious communication and a positive office environment
Democratic: Leading by giving all team members a chance to present their ideas and make a group decision about
the direction of a project
Coaching: Leading through encouragement and providing opportunities for training or professional growth
Related: Manager vs. Senior Manager: What's the Difference?

Promote positivity
Promoting a positive team culture may help employees feels more emotionally connected to their work, which could
lead to an increased focus on team success. Encouraging employees to take breaks throughout the day, scheduling
team-building events, fostering friendships among coworkers and providing opportunities for team members to
embrace a good work-life balance can help create a positive and happy workplace environment.

Delegate effectively
Knowing what each team member can do well, how many tasks they can work on simultaneously and what types of
work excite them may help you delegate responsibilities more effectively. By giving specific tasks to those best
equipped to complete them, productivity rates can increase and team members may feel more confident in their
abilities to complete goals.
Give earned recognition
Giving team members private or public
praise and acknowledgement when they 15 MANAGEMENT
meet a goal, solve a problem or
positively contribute to the group can
help them feel proud of their work. If
TECHNIQUES
possible, you may even offer monetary
or material bonuses for excellent job

performance. An increase in self-

esteem can also lead to the desire to
continue to produce high-quality
material, which can benefit the overall
objectives of the team.
Integrate technology

Integrating content management 15 MANAGEMENT

systems into your team's daily
workflow can keep all members
connected, raise accountability and
TECHNIQUES
increase
technology
collaboration.
and programs
Using
that

employees can access from anywhere

may also allow for more flexibility in
your team's work locations or
schedules.
 WHAT IS SCIENTIFIC
Scientific management, also
often known as Taylorism, is a MANAGEMENT?
management theory first
advocated by Federick W.

Taylor. It uses scientific

methods to analyze the most
efficient production process
in order to increase
productivity.
Administrative Management is
ADMINISTRATIVE
the process of managing
information through people.
MANAGEMENT
This usually involves
performing the storage and

distribution of information to
those within an organization.

A large number of roles within

business require some element
of administrative
management.
Engineering management is a
specialized form of ENGINEERING
management required to
successfully lead engineering MANAGEMENT
or technical personnel and
projects and applies to either

functional management or
project management.
Engineering managers use
their training and experience
to coach, mentor and
motivate technical
professionals.
Much like production
management, manufacturing MANUFACTURING
management is all about
overseeing the production of MANAGEMENT
a manufacturing facility.
Manufacturing managers plan,

schedule, and direct an

efficient layout of equipment

and flow of materials.

Systems management is the
administration of the SYSTEM
information technology (IT)
systems in an enterprise MANAGEMENT
network or data center. An
effective systems

management plan facilitates

the delivery of IT as a service

and allows an organization's

employees to respond quickly

to changing business
requirements and system
activity.
Corporate planning is a WHAT IS
process that is used by
businesses to map out a CORPORATE
course of action to grow,
increase profits, gain PLANNING?
exposure, or strengthen
brand identity. Corporate

planning is a tool that

successful business use to

leverage their resources

more wisely than their
competitors.
There are four generally FUNCTIONS OF
accepted
management:
functions of
planning, MANAGEMENT
organizing, leading and
controlling. These functions

work
creation,
together
execution
in the
and

realization of organizational
goals. The four functions of

management can be
considered a process where
each function builds on the
previous function.
A management control WHAT IS A
system (MCS) is an approach
businesses employ to MANAGEMENT
understand how successfully
it achieves goals related to CONTROL SYSTEM?
productivity, profitability or
efficiency. These systems

continuously measure
business's performance to
a

predict whether an outcome

is likely.

1. Good communication ESSENTIAL SKILLS

Having good communication skills is
probably the most important skill FOR MANAGERS
of all for managers to have. Unless
you can properly communicate with

those you supervise, the rest of

the skills really won't matter. In

numerous types of management

tasks, the most common and first

thing that needs to be done is to

communicate your opinions,

expectations and needs to others.

3. Team Building ESSENTIAL SKILLS
Good managers know how to keep
their teams intact. The well being of FOR MANAGERS
team members does not benefit from
having competition within the team.

However, competition between teams

can be very stimulating and healthy.

If one of the team members speeds

ahead and leaves the rest of the

members behind without helping them,

the team will most likely fail. A good

manager will notice these

irregularities very easily.
4. Leadership
ESSENTIAL SKILLS
It isn't enough to just listen to the

FOR MANAGERS
problems of coworkers. A good
manager needs to solve these

problems and prove that he or she is

committed to the goals of the team.
It is also the manager's
responsibility to define goals along

with team members and then assign

responsibility to various team

members clearly.

. Ability to Deal with Changes

Effectively ESSENTIAL SKILLS
FOR MANAGERS
Many managers are thoroughly
familiar with the entire working

process. This allows them to do

things in an almost automatic
manner. A good manager is
adaptable and flexible. When faced

with obstacles, he or she has the

ability to react quickly. Stress

doesn't prevent the manager from

making the right decisions for the

team and company.

6. Domain Knowledge
Good managers have a thorough ESSENTIAL SKILLS
understanding of the process he or
she is managing, including the type of FOR MANAGERS
tasks that team members are
performing and how they are

working. This skill isn't quite as

important as the other ones are.

However, in some cases, not having

it will mean that the manager and

the team don't ever work at

maximum capacity or use all of their

potentials due to a lack of

understanding of one another.
 WHAT IS MANAGER
EFFECTIVENESS?
Manager effectiveness
refers to a manager's
ability to achieve the organization's goals and
balance employee expectations and
development. An effective manager must
ensure work is completed efficiently and on
time and that both the employee and
organization progress.
THANK YOU !!!!