Effective Planning in Administration: Concepts and Strategies
Elements of the Administrative Process
1. Planning in the Administrative Process
Concept:
Planning involves determining what to do, how to do it, when to do it, and who should do it. Effective planning bridges the gap between the current state and the desired future state. It enables proactive action, although predicting the future perfectly is rarely possible, and external factors can impact even the best-laid plans. Without planning, outcomes are left to chance.
The planning process is intellectually demanding and requires determining courses of action and the rationale behind decisions, based on knowledge and reasonable estimates.
The core task of planning is to minimize risks and capitalize on opportunities. The essential nature of planning is highlighted by its four main components:
- Contribution to objectives and purposes
- Primacy of planning
- Extension Administration
- Effectiveness of planning
The purpose of each plan is to facilitate the achievement of company objectives.
Since business organizations’ integration, organization, direction, leadership, and control are designed to support the achievement of business objectives, planning logically precedes the execution of all functions.
According to Sanchez Guzman, planning is: “That administration tool that allows us to determine the particular course of action that must follow for the realization of goals.”
According to Terry, planning is: “Selecting information and making assumptions about the future to develop the activities necessary to meet organizational goals, is composed of many future-oriented decisions. It represents devoting thought and time now for an investment in the future.”
“Planning is a function of the administrator, although the nature and extent of planning vary with their authority and the nature of policies and plans outlined by his superior.”
Planning is a function of all managers, but the nature and extent of planning vary with the authority of each and the nature of policies and plans established by superiors. If managers are not allowed some freedom or discretion and responsibility in planning, they will not be real executives.
If you recognize the generalization of planning, it is easier to understand why some people make a distinction between policy development (the establishment of standards for decision making) and administration, or between the “manager” and “administrator” or “supervisor.” A manager, because of their authority or position in the organization, can do more planning or planning another major, or planning one can be more basic and applicable to a larger portion of the company of another.
However, all managers (from presidents to first-level supervisors) make plans. It is essential for organizations to achieve optimal performance levels, and directly related to it is the ability of a company to adapt to change. Planning includes selecting and setting the mission and objectives of the organization.
Next, determine the policies, projects, programs, procedures, methods, budgets, policies, and strategies to achieve them, including further decisions by having to choose between several courses of future action. This process involves the following elements:
- Forecast sales volumes to be achieved in certain periods.
- Set the desired end results or objectives.
- Develop strategies that indicate how and when to achieve the goals.
- Formulate budgets.
- Establish procedures.
- Identify policies that guide managers in making decisions.