The essential nature of planning can be defined by dividing it into four Major aspects.
1. THE CONTRIBUTION OF PLANNING TO PURPOSE AND OBJECTIVE:
Every plan and all its supporting plans should contribute accomplishment of the
purpose and objectives of the enterprise. This concept an use in organized enterprise
which try to accomplishment of group purpose through deliberate cooperation.
2. THE PRAMACY OF PLANNING:
Since managerial functions like organizing, Staffing, Leading and controlling support
to the accomplishment of enterprise objectives, planning logically precedes or help
the accomplishment of all other managerial functions. Because Manager must plan on
order to know what kinds f organization relationship and personal qualifications are
needed, which method should be fild by subordinates and what kind of control is to
applied. All the other Managerial functions must be planned if they are to be
effective.
3. THE PERVASIVENESS OF PLANNING:
Planning is the function of all Managers, although the character and breadth of
planning will vary with each Managers authority and with nature of polices and plans
outlined by superiors. If Managers are not allowed a certain degree of discretion and
planning responsibility they are not truly Managers.
If we recognize the pervasiveness of planning, we can more easily understand why
some people distinguish between the “manager” and the “administrator” or
“supervisor” one manager, because of his or her authority or position in the
organization, may do more important planning than another, or the planning of one
may be more basic than that of another and applicable to a large portion of the
enterprise. However, all managers from presidents to first level supervisors plan.
Even the head of a road gang or a factory crew plans in a limited area under fairly strict rules and procedures. A principal factor in a success of supervisors at the lowest
organization level is their ability to plan.
4. THE EFFIENCY OF PLANS
Plans are efficient, if they achieve their purpose at a reasonable cost, when cost is
measured not only in terms of times or money or production but also in degree of
individual and group satisfaction.
Many managers have followed plans whose costs were greater than the revenue that
could be obtained. For example, one airline acquired certain aircraft with costs
exceeding revenues. Companies have also tried to sell products that were
unacceptable to the market. Plan can even make it impossible to achieve objects if
they make enough people in an organization this satisfied or unhappy.
