Approaches to Resource Management

By: EKTA KAPRI

MANAGEMENT PROCESS

Management process is a process of setting

goals, planning and controlling the organizing

and leading the execution of any type of

activity.

Management is the process of designing

and maintaining an environment in which

individual working together in groups,

efficiently accomplish selection item.

Management is the organization and

coordination of the activities in order to

achieve defined objectives.

Management involves

IMPLEMENTING

EVALUATING

Planning involves selecting missions and

objective and the actions to achieve them.

Planning bridges the gap from where we are to

where want to go.

It is an intellectual demanding process, it requires

that we consciously determine courses of action

and base our decision on purpose, knowledge,

and considered estimates.

According to Alford and Beatt, “planning is the

thinking process, the organized foresight, the

vision based on fact and experience that is

required for intelligent action.”

According to Billy E.Goetz, “planning is

fundamentally choosing and a planning problem

arise when an alternative course of action is

discovered.”

Characteristics of the planning

It is series of decision concerning the series

of action, so we can say that planning is

Decision making process.

Planning is always futuristic.

Planning focuses on achieving the objectives.

planning is continuous

Planning is mental exercise

Planning is an Intellectual Process

What kind of organization structure

to have

PLANS Objectives and how to achieve

them

What kind of people we need

and when

By furnishing standards of

control

How most effectively to lead people

Which helps us know

Which affects the kindOf leadership we have

In order to ensure success of plans

A planner has mainly to think about the

following questions:

(1) What to do? , (2) how to do it?

, (3)When to do it? , (4) Who

is to do it?

Establishing objectives

Establishment of Planning

Premises

Determining Alternative

Courses

Evaluation of

Alternatives

Selecting a Course of

Action

Formulating

derivative

Plans

Feedback or Follow-up

Action

1.Establishing objectives

Definite objectives, in fact, speak categorically about

what is to be done, where to place the initial

emphasis and the things to be accomplished by the

network of policies, procedures, budgets and

programme, the lack of which would invariably

result in either faulty or ineffective planning.

Objectives must be understandable and rational to

make planning effective.

2.Establishment of Planning Premises

Planning premises are assumptions about the future

understanding of the expected situations. These are the

conditions under which planning activities are to be

undertaken. These premises may be internal or external.Internal premises include organizational polices, various

resources and the ability of the organization to withstand the

environmental pressure. External premises include all factors

in task environment like political, social technological,

competitors’ plans and actions, government policies, market

conditions.

Both internal factors and external factor should be considered

in formulating plans.

3. Determining Alternative Courses

The next logical step in planning is to determine and

evaluate alternative courses of action. It is most likely

that alternatives properly assessed may prove worthy and

meaningful. As a matter of fact, it is imperative that

alternative courses of action must be developed before

deciding upon the exact plan.

4.Evaluation of Alternatives

The available alternatives along with their strong and

weak points, planners are required to evaluate the

alternatives giving due weightage to various factors

involved. Evidently, evaluation of alternative is a must to

arrive at a decision. Otherwise, it would be difficult to

choose the best course of action in the perspective of

company needs and resources as well as objectives laid

down.

5.Selecting a Course of Action

The fifth step in planning is selecting a course of action

from among alternatives. In fact, it is the point of decision-

making-deciding upon the plan to be adopted for

accomplishing the enterprise objectives.

6.Formulating Derivative Plans

To make any planning process complete the final step is to

formulate derivative plans to give effect to and support the

basic plan. Each manager and department of the

organization is to contribute to the accomplishment of the

master plan on the basis of the derivative plans.

7.Feedback or Follow-up Action

Formulating plans and chalking out of programmes are

not sufficient, unless follow-up action is provided to see

that plans so prepared and programmes chalked out are

being carried out in accordance with the plan and to see

whether these are not kept in cold storage. It is also

required to see whether the plan is working well in the

present situation. A regular follow-up is necessary and

desirable from effective implementation and

accomplishment of tasks assigned.

type of plans

Single use plans or long term plan

Standing plan or short term plan

Contingency planning

Formal Planning

Informal Planning

1.Single use plan or long term plan

Also known as ‘strategic planning’ .

Which are made and use only once.

planning involves managers at the highest levels.

Made in detail.

Experience of the same can be use for future.

Plan can be evaluate but not revised.

Ex. Celebrating the marriage ceremony, buying a

car,etc.

2.Standing plans or short term

plans

Design to be use again and again.

They are not as detail as single plan.

Standing or short term plans also called as

Meta plans or tactical plans.

Meta plans are those which are stored in

memory and called upon when ever the

situation arise.

Meta plans opening to other plans.

It is more concerned with current operations

3.Contingency planning

It simply means what does an organization do when

something unexpected happens or when something

needs changing. Contingency plans may cause a

manager to go back to the original planning and

look at other alternative. Contingency planning

should continue to be more important with

organizations as the world and businesses become

more complicated.

4.Formal Planning

Formal planning usually forces managers to consider

all the important factors and focus upon both short-

and long-range consequences.

Formal planning is a systematic planning process

during which plans are coordinated throughout the

organization and are usually recorded in writing.

5.Informal Planning

Planning that is unsystematic, lacks coordination, andinvolves only parts of the organizations called informalplanning. It has three dangerous deficiencies.

First, it may not account for all the important factors.

Second, it frequency focuses only on short rangeconsequences.

Third, without coordination, plans in different parts ofthe organization may conflict.

Factors affecting planning

Environment

Time

Economic/money/budget

Manager

Information

Ethics

IMPLEMENTING

EVALUATING

implementation

putting plan into action

The Implementation Plan describes how

the information system will be deployed,

installed and transitioned into an

operational system.

The plan is developed during the Design

Phase and is updated during the

Development Phase; the final version is

provided in the Integration and Test Phase

and is used for guidance during the

Implementation Phase.

Implementation or

execution

Implementation is the carrying out,

execution, or practice of a plan, a

method , or any design, idea, model ,

specification, standard or policy for

doing something .

It involves careful observation of

management .(controlling)

It is loop between planning and

controlling.

To start the implementing process, strategy

should respond following three questions:

?. Who will implement the strategic plan?

?. What should they do?

?. How will they perform it?

Planning – implementing

relationship

Planning and implementing have deep relationship.

Planning affects implementing. Implementing can

always influence strategies and plans. this lead to focus

on two critical points:

Strategies are responsible for best output when

planning is done as a part of implementation that

requires basic interaction between planners and

executives.

An important matter in a successful strategy is to review

planning and implementing. Manager should think about

implementation when they are planning.

Creating an organizationwhich can implement thestrategies

Providing financial resources(budgeting) which cansupport strategies

Establishing inter supportunits

Performing leadershipstrategies

Forming organization'sculture to adjust strategies

Innovating motivation andremunerations in closerelationship with objectivesand strategies

Forming organization'sculture to adjust strategies

Implementing Challenges

These challenges are 8 threats for implementing strategy which should be

considered positively as 8 opportunity areas, can lead to success:

Developing a model for directing decisions or implementing

activities

Knowing that how creating strategy can affect implementation

Effective change management such as change culture

Knowing that power and influence is essential for successful

implementation

Developing structures, sharing information, coordinating and

clarifying accounts

Developing control and feedback mechanisms

Knowing that how a supportive culture for implementation

should be created

Implementationstrategy

4.technology

3.Organizational culture

5.Information system

6.Human resource

2.Organizational structure

1.leadership

Factors affecting implementationThere are many factors listed by different authors related to affecting factors on

implementation. We categorize and listed them as follows:

Occurring unexpected problems

Activities' coordination was not rightly performed

Some competitive jobs and crisis, diverted managers attention from implementation of strategies

Implementing staff were not capable enough

Subordinates were not trained effectively

Uncontrollable external environment factor

Managers could not be able to do leading and directing properly

Activities and key tasks of implementation process were poorly defined

There was no information system for sufficient control of activities

Implementation of strategies is also called practical

strategic management. The purpose of implementing

strategies is that managers and employees collaborate to

perform formulated strategic planning. In other words

implementing is the most difficult step in strategic

management process and need a kind of self controlling

too. Implementation success depends to motivating

employees which is the art of managers. It is wasteful job

if formulated strategies could never been implemented.

IMPLEMENTING

EVALUATING