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Planning:
Former president Dwight Eisenhower once said plans are nothing planning is everything
The management functions of establishing objectives and developing plans to accomplish them.
Planning is deciding in advance about what is to be done, that is a plan is project course of
action.
2) Write about the nature of planning.
Nature of planning:
The nature of planning understood by examining its four major aspects. They are: its contribution
to objectives:
1. Its primacy among managers task.
2. Its persaveness, and
3. The efficiency of resulting plans.
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Hierarchical plans
Strategic plans
Intended to design
tactics in order to
achieve long-term
objectives.
Administrative
plans
It is done to mainly
allocate
organizational
resources
Operational plans
Designed to govern
the workings of the
organizations
technical core.
Mission or purpose
Strategic plans
Policies
procedures
Goals
Objectives
Programs
Projects
Budget
3. Contingency plan:
Contingency planning is done to meet with unforeseen emergencies.
6) What is objective?
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Delphi group:
Delphi is a form of group decision making in which a group is used to achieve a consensus of
expert opinion.
The first step in using the Delphi procedure is to obtain the co-aeration of panel of experts. At
first, the experts may be asked to anonymously predict a time frame for the expected back
through. The persons co-ordinating the Delphi group selects the responses, average them and
ask the experts for another prediction. In this round, the experts who provided unusual or
extreme predictions may be asked to justify them. These explanations may then be handover to
other experts. When prediction stabilizes, the average prediction is taken to represent the
decision of the group of experts.
It is often said that good people can make any organization pattern work. However, there can be
no doubt that good people and those who want to cooperate will work together most effectively
if they know the roles they are to play in any team operation .Designing and maintaining these
systems of roles is basically the managerial function of organizing.
For an organizational role to exist and be meaningful to people, it must incorporate:
(1) Verifiable objectives, which, as indicated in part, are a major part of planning;
(2) A clear idea of the major duties or activities involved, and
(3) An understood area of discretion or authority so that the person filling the role knows what he
or she can do to accomplish goals.
In addition, to make a role work out effectively, provision should be made for supplying needed
information and other tools necessary for performance in that role.
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6. Matrix structure
1. Pre-bureaucratic structures
Pre-bureaucratic (entrepreneurial) structures lack standardization of tasks. This structure is most common
in smaller organizations and is best used to solve simple tasks. The structure is totally centralized.
2. Bureaucratic structures
Weber (1948, p. 214) gives the analogy that the fully developed bureaucratic mechanism. The Weberian
characteristics of bureaucracy are:
A hierarchical structure
Another smaller group of theorists have developed the theory of the Post-Bureaucratic Organization.
Provide a detailed discussion which attempts to describe an organization that is fundamentally not
bureaucratic.
4. Functional structure
Employees within the functional divisions of an organization tend to perform a specialized set of tasks, for
instance the engineering department would be staffed only with software engineers. This leads to
operational efficiencies within that group. However it could also lead to a lack of communication between
the functional groups within an organization, making the organization slow and inflexible.
5. Divisional structure
Also called a "product structure", the divisional structure groups each organizational function into a
division. Each division within a divisional structure contains all the necessary resources and functions
within it.
6. Matrix structure
The matrix structure groups employees by both function and product.
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1. Weak/Functional Matrix
2. Balanced/Functional Matrix
3. Strong/Project Matrix
Wider Span
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Advantages:
1. Superiors are forced to delegate the
policies must be made subordinates must
be carefully selected.
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Disadvantages:
1. Tendency of overloaded superiors to
become decision bottlenecks
2. Danger of superiors loss of control
3. Requires exceptional quality of
managers.