10 MAJOR CHARACTERISTICS OF PLANNING

The managerial function of planning has certain unique characteristics of its own, which distinguish it from the other managerial functions. It also shares a few characteristics with other managerial functions. All the characteristics together reflect the nature of the planning function. They are discussed below:

1. The primacy of planning: Planning precedes all other managerial functions. The process of management begins with planning. Planning provides the basis for the subsequent functions of organising, staffing, directing and controlling, though all the functions are highly interrelated and are equally important. Planning is the prime function from which the other functions get the necessary base.

2. Planning as a process: Planning is a process involving a few stages or steps. It is a sub-process of the process of management. The planning process begins with the identification of the mission and goals of the organisation and ends with making arrangements for the implementation of plans.

3. Pervasiveness of planning: Planning is a pervasive function of managers at all levels of the managerial hierarchy, right from the chief executive down to the first-line supervisor. However, the content and quality of the function differ from level to level. The time devoted to planning also differs. Typically, the chief executive and other top-level managers concentrate on corporate-wide planning function. Their decisions on planning have farreaching effects on the organisation. Managers at middle and lower levels have more limited planning functions.

4. Future orientation: Planning is invariably future-oriented. Henri Fayol defined planning as the process of looking ahead (thinking ahead) and making provision to tackle future events and situations. The concern for the future makes sense to the extent that planning is intended to cope with uncertainties and unknowns which unfold themselves as one marches into the future.

5. Information base: Planning is backed by information. Without information, planning exists in a vacuum. Information on past trends, current conditions and future possibilities are essential for planning. Information is needed to diagnose planning issues and problems, to develop alternative courses of action, to evaluate them and to make a final choice of plans.

6. Rationality: Planning is a rational managerial activity. It implies that planning is a purposeful and conscious managerial function. It is backed by adequate information, knowledge and understanding. Managers who are planners are somewhat objective and fair in their approach to planning. They have a reasonably clear idea of the planning issues and know how to tackle them. They make planning decisions with some awareness of their consequences.

7. Formal and informal nature: Planning has both formal and informal elements. Formal planning refers to a systematic and rigorous process of arriving at planning decisions through investigation and analysis of the various factors. Formal planning is more explicit and open; responsibility for various aspects of planning is pinpointed among managers. Plans are put into writing and are communicated through the organisational channels of communication to the various managerial levels.

8. Intellectual process: Planning is an intellectual process and requires certain conceptual skills. It requires abilities to think both in abstract and concrete terms, to visualise and look ahead into the future and to form ideas and images of future expectations and desires. Planning also calls for intellectual abilities to anticipate opportunities and threats in the environment, to diagnose problems, develop alternative courses of action, and analyse them for choosing the right course.

9. Pragmatic, action-orientation: Although planning is an intellectual thinking activity, it is primarily pragmatic and action-oriented. Planning precedes action and is often described as action laid out in advance. To think before acting and to decide before doing are part of the discipline and culture of planning. The focus is on actionability of plans, i.e., their quality of being implementable. Planning is also reality-oriented.

10. Dynamism: Planning is a dynamic process. It is a process of making the organisation selectively move and change in tune with relevant changes in the external environment. It is a process of building flexibility and adaptability into the functioning of the organisation. It is a process of making continuous assessment and reassessment of the goals, resources, directions, opportunities and problems of the organisation and converting them to serve its needs