TCO 2) Planning seems to take a lot of effort. Why is it so important for manage

Question

TCO 2) Planning seems to take a lot of effort. Why is it so important for managers to plan? List four main reasons and explain each in detail. Share an example. (Points : 20) Question 2. 2. (TCO 8) Human Resources Planning is a process to ensure managers have the right number of skilled employees at the right place and right time. Thorough planning entails two steps: assessing current human resources and meeting future HR needs. List and explain the three important parts of the current assessment process. (Points : 20) Question 3. 3. (TCO 9) You are the plant manager at Acme Plastics. You are running two shifts: a day shift and an evening shift. Before the day shift leaves each day, the workers must get an adequate supply of raw materials from the warehouse for the evening shift to use. On several occasions, they have failed to do so. By the time the evening shift gets to work, the warehouse is locked up, and it takes about 3 hours to get someone to come on site in order to unlock it and get the production line rolling again. The two shift supervisors are at each other's throats, and you have to do something to correct the situation. What is the basic problem causing this conflict? What could you do to solve it? (Points : 20) Question 4. 4. (TCO 10) Describe in detail the different approaches to assessing the organization’s environment. (Points:20)

Explanation / Answer

Planning seems to take a lot of effort. Why is it so important for managers to plan? List four main reasons and explain each in detail. Share an example.

Planning is important because without plan we cant achieve the goals A management plan is a blueprint for the way your organization is run, both day-to-day and over the long term. It includes the standard methods for doing various things -- handling money, dealing with the actual work of the organization, addressing the way people in the organization do their jobs and the overall philosophical and intellectual framework in which these methods operate.

Main reasons are as follows;

It clarifies the roles and responsibilities of everyone in the organization so that everyone knows what she and everyone else is supposed to do.

It divides the work of the organization in reasonable and equitable ways, so that everyone's job is not only defined, but feasible.

It ensures that necessary tasks are assigned to the appropriate staff members, and creates a time schedule to get them accomplished.

It helps the organization define itself.

Example of Making plan like we have to open a courier franchise in that

we have to plan the areas

We have to plan about the damges and spillages materials

We have to plain the Area which we have to cover

We have to plan we have to work of COD couriers or cash couriers

We have to work the values or rate

We have to work on delivery boys or personnel

We have to work on human resource which are honest hardworking and trust worthy.

Question 2. 2. (TCO 8) Human Resources Planning is a process to ensure managers have the right number of skilled employees at the right place and right time. Through planning entails two steps: assessing current human resources and meeting future HR needs. List and explain the three important parts of the current assessment process

Ans:Well human resources is very important factor in selecting the skill workers or employees in right place and right time.

and it is very important to be right person on right place because it is factor which increase or decrease the cost.

assessing current human resources and meeting future HR needs it is also good plan beacuse making or promoting executives to managers is also a assesment process.

The strategic HR planning process has four steps:

Question 3. 3. (TCO 9) You are the plant manager at Acme Plastics. You are running two shifts: a day shift and an evening shift. Before the day shift leaves each day, the workers must get an adequate supply of raw materials from the warehouse for the evening shift to use. On several occasions, they have failed to do so. By the time the evening shift gets to work, the warehouse is locked up, and it takes about 3 hours to get someone to come on site in order to unlock it and get the production line rolling again. The two shift supervisors are at each other's throats, and you have to do something to correct the situation. What is the basic problem causing this conflict? What could you do to solve it?

Ans:Well this is a fault of not being a proper planning in the production process.

For this i think they have to to a proper Material Requirement Planning for a production process beacuse for a smooth flow of production there is proper inventory or raw material is neccesery to plan.

The objectives of MRP

Improved the Investment on inventory

improved operational efficency because its is pre planned

faster response to market reponse.

when we plan according to SCM and MRP system we will never find the raw material problems.

for this both shift supervisors have to work cordially for production process, no need to fight because both of them is working for the companies objectives.

When we work on Inventory Plannings then there is no chance of getting downtime in production.

Question 4. 4. (TCO 10) Describe in detail the different approaches to assessing the organization’s environment

Ans: There are different approaches in asessing the organizations environment.

Organizational evaluation "measures, compares and analyses the coherence between results and specific objectives and between specific objectives and general objectives of institutional projects, programmes or plans" . It can be helpful in identifying:

· whether or not the objectives and goals originally established are being achieved, as well as their expected effects and impact;

· whether the organization is adapting to new environments, changing technology and changes in other external variables so as to efficiently utilize the available resources;

· areas which need to be improved, modified or strengthened; and

· different modes to better fulfil the needs of the clients of the institute.

In addition, organizational assessment:

generates evaluation information, which then becomes a valuable experience-based input in future planning, establishing of priorities and resource allocation;

furnishes financial data to justify the need for additional resources; and

helps keep the key activities on the right track and offers information that allows the setting of minimum standards to promote compliance with the organizational research process objectives.

Types of evaluation

Depending upon the objectives of the evaluation exercise, assessment may focus on one or several of the

· Economic impact This includes measurement of the effectiveness of research results, using techniques such as cost-benefit analysis.

· Impact evaluation Impact is measured in relation to long-term effects on variables which were sought to be altered through the activities. For example, in a research organization, impact evaluation would measure effects of research outputs on transfer of technology and returns to the farmer.

· Basic evaluation This covers the identifying and analyzing of the socio-economic, biological, physical, technical and institutional aspects which can be improved by research activities.

· Analytical evaluation This involves socio-economic analysis of adoption studies, productivity analyses, risk assessment, use of labour, marketing credit and prices and their effects on technical alternatives.

· Operative evaluation This measures efficiency by comparative analysis between materials and resources used, activities carried out and the results achieved.

· Evaluation of results This includes quantitative as well as qualitative analysis of research results, retribution factors and probabilities of adoption.

· Traditional evaluation It involves use of reports, technical meetings, committees, ad hoc groups, courses and seminars.

· Personnel this covers evaluation of the performance of professional, administrative and technical human resources in the organization.

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