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Here is a compilation of term papers on ‘Planning’ for class 9, 10, 11 and 12. Find paragraphs, long and short term papers on ‘Planning’ especially written for school and college students.
Term Paper on Planning
Term Paper Contents:
- Term Paper on the Introduction to Planning
- Term Paper on the Meaning and Definition of Planning
- Term Paper on the Planning Process
- Term Paper on the Planning Continuum
- Term Paper on the Types of Planning
- Term Paper on the Pre-Requisites of Planning
- Term Paper on the Limitations of Planning
Term Paper # 1. Introduction to Planning:
Planning is preparation for action. It is an inherent part of individual and of co-operative or collective endeavour. Thieves plan a theft and the politicians at the highest levels plan a policy, making or marring the future of a nation, or seeking the survival or the extinction of humanity.
Every aspect of governmental action is to be planned—objectives, policies, organization, finances, work methods, incentive systems and public relations. In fact, planning is “a rational process characteristic of all human behaviour”.
The old prejudice against planning is fast vanishing and it is being increasingly realized that planning alone can deliver the goods. A few years back, planning was thought to be a communist methodology and hence something to be looked down upon.
It was associated with totalitarianism and authoritarianism, and was regarded a technique unfit for democratic way of living. But today, planning has become not only popular but almost a craze if not in socio-economic terms at least in organizational terms.
Pfiffner and Sherwood have aptly described the growing fancy for organizational planning in these words “In the affairs of mankind some slogan, phrase or movement occasionally catches the fancy of the public and spreads with epidemic haste. Management people are not immune from being bitten by bugs of enthusiasm; they often feel a compulsion to try out new procedural gadgets merely because they have a certain vogue. These developments are not always ephemeral passing fancies, one should hasten to add. They are often substantive and enduring, and it is believed that organization planning is in this category. Nevertheless the establishment of organization planning departments seemed to spread at such a rate in the late 1950’s as to suggest that it may have been at least partially due to the dictates of fashion.”
Term Paper # 2. Meaning and Definition of Planning:
In the words of Dimock planning is “the use of rational design as contrasted with change, the reaching of a decision before a line of action is taken instead of improving after the action has started.” Seckler-Hudson defines planning as “the process of devising a basis for a course of future action.”
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According to M.E. Harley, “Planning is deciding in advance what is to be done. It comprises the selection of objectives, policies, procedures and programmes from among alternatives.” ”In the words of David Clevland and William King, “Planning is the process of thinking through and making explicit the strategy, actions, and relationships necessary to accomplish an overall objective or purpose.”
Simon and others define it as “the activity that concerns itself with proposals for the future, with the evaluation of alternate proposals and with methods by which these proposals may be achieved.” In the words of Millett, “Planning is the process of determining the objectives of administrative effort and of devising the means calculated to achieve them.”
There are writers like Millett and White who distinguish between policy-decisions and planning. They regard planning as a technique which anticipates policy-decisions.
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Thus, in the words of Millett “The word ‘planning’ in and of itself is ‘neutral’; it implies no particular set of goals and no one special type of procedure, dictatorial or otherwise. Planning is simply the endeavour to apply foresight to human activity; planning anticipates desired results and prepares the steps necessary for their realization.”
Again in his ‘Planning and Administration’, Millett writes “It must be repeated planning presupposes no particular set of objectives nor any one conception of political values. Just as budgeting in and of itself does not mean large outlay or small outlay, revenues balanced with expenditure, or deficit spending, so planning does not necessarily mean either a collectivist or a laissez faire economy.”
Similarly, in the words of L.D. White “Planning as a term used in the context of Public Administration is not equivalent to making decision on basic policy. Planning in the context of administration begins where general policy stops; it is concerned with the means by which ends can be brought to fruition.”
Thus planning is the means, the achievement of objectives as laid down in the policy. In other words, we can say that the Government lays down the general policy; the Administrative Planning gives practical shape to that policy in the form of Five Year Plans.
On the other hand, there are writers like Pfiffner who feel that policy and planning are inter-related and complimentary to each other. Planning reveals what is practicable in policy and policy has to be modified accordingly. Planning acts as a moderator to the over-estimated targets of policy.
Although planning affects policy it is only a means to the execution of policy-decisions. It is not desirable to stretch the difference too far. Policy and plan as aims and means have a reciprocal relationship. Plan modifies policy as it reveals impracticability of a policy in action. After all planners are human beings having their own whims and predilections.
They may be perfectly neutral yet their views may colour the objectives of a policy. As such they may suggest modification of policy in order to make the plan workable. Pfiffner has correctly pointed out, “The distinction which is sometimes made between policy and plan, the one being value loaded and the other a new technique seems to suffer from a failure to see that means and end are but a part of continuum. As long as means are related to ends and the latter in turn are concerned with values, Planning and policy are also related.”
However, closely related policy and planning may be, the distinction between them should not be obliterated. Policy formulation is a political task, while planning is an administrative task.
The following characteristics of planning may be identified:
(i) Planning is the first and foremost of all the management functions. Without planning other management function like organisation, control, coordination and motivation cannot be started and completed. It is thus the starting point of management.
(ii) Planning is closely associated with the goals of the organisation. These goals might be implicit or explicit; however, well-defined goals lead to efficient planning.
(iii) Planning is primarily concerned with looking into the future. It requires forecasting of future situation in which organisation has to function.
(iv) Planning involves selection of the best alternative to achieve the objectives of the organisation.
(v) Planning is comprehensive and includes every course of action in the organisation.
(vi) Planning is an interdependent and integrative process. It coordinates the activities of various departments, sections and sub-sections.
(vi) Planning is flexible as it is concerned with future conditions which are dynamic.
(viii) Planning is a continuous affair. It needs constant review and readjustment in the light of achieved targets and future possibilities.
(ix) Planning as a process of formulation and evaluation is primarily a staff function.
Term Paper # 3. Planning Process:
Planning is conscious and deliberate effort; it is rational and determined approach to the achievement of an objective. It is not the result of chance and cannot be acquired in a “fit of absent-mindedness”. In the words of Pfiffner and Presthus “Planning is rational because it demands a systematic analysis of several possible means and ends, followed by a selection of those means thought best suited to the designated end.”
Planning is integrative and comprehensive in nature; it is an attempt at coordination, integration and systematization of efforts for the achievement of set objectives. To achieve these objectives, planning involves a succession of steps.
Broadly, these steps are:
(i) Determination of the objectives;
(ii) Consideration of the possible means of action to achieve these objectives;
(iii) Selection of the best course of action; and
(iv) Evaluation of results.
Seckler-Hudson has suggested six steps in systematic planning:
(i) A careful definition and limitation of the problem as far as possible;
(ii) The exploration of all available information pertaining to the problems;
(iii) The posing of possible alternative solutions or methods of solving the problems;
(iv) The experimenting of one or more tentative solutions through actual operations;
(v) The evaluation of results in the light of new developments, research and experience; and
(vi) Reconsideration of the problems and the results, and re-decision, if justified.
According to Millett, these steps are:
(i) The formulation of goals or objectives,
(ii) An assessment of the means or resources available to realize these goals, and
(iii) The preparation of a work programme designed to achieve the determined objectives.
In short, planning involves three steps—the formulation, execution and evaluation of plans.
A brief description of these three steps follows:
(i) Formulation of the Plan:
This is the first and most important step of planning process. An ill-conceived plan based on unreliable data and impractical targets may not only mean wastage of precious human and financial resources but may also create popular dissatisfaction. Hence, the plan should be formulated by competent people after proper assessment of the nation’s resources laying down proper priorities and making adequate allocations.
For this purpose:
(a) The objectives should be clearly and unambiguously determined,
(b) The various factors like political factors, ethical standards, government controls, fiscal policy, price, demand and availability of various factors of production should be properly analyzed,
(c) The various available alternatives should be examined in the light of organisational objectives and planning premises and after objective evaluation of these alternatives, the best possible alternative should be selected.
(ii) Execution of the Plan:
The execution or implementation of the plan is as important step of the planning process. A well-conceived plan may be set at naught by poor implementation. Much of the criticism against planning in India falls in the field of implementation. Experience has shown that effective implementation of the Plan Projects has been the weakest link in the chain of the entire planning process.
In order to ensure effective implementation, the planning body should provide adequate man power and financial resources, arrange sufficient and effective supervision, ensure adequate communication among the officials, build up the character and morale of the plan executors and stimulate public co-operation.
(iii) Evaluation of the Plan:
Planning is a continuous process. A plan should be flexible enough to incorporate unexpected events and make necessary adjustments in the light of the plan appraisal. The appraisal of various plan projects particularly of a long duration plan is necessary to ensure its right direction.
The uncertainty of the future necessitates continuous evaluation. The problems hindering the effective implementation can be drawn only through constant evaluation of the plan.
Term Paper # 4. Planning Continuum:
It is essential to explain the term ‘planning continuum’ which establishes that policy and plan are inter-related and cannot be kept in isolation. Like decision-making planning is a continuous affair.
It is a cumulative process. Like administration, it is a universal element in human behaviour visible at every level and using several general methods. Broadly speaking, the latter comprise establishing goals and purposes, designing operating policy to achieve them and introducing control measures to ensure that such a policy is being followed.
According to Pfiffner, “Governmental planning is actually a continuum, an endless stream flowing from key legislative decisions of national significance down through the levels of top and middle management where it appears as policy recommendation to Congress or broad outlines of agency policy. At no single level is planning self-contained. Instead a particular plan is usually inspired by a larger plan and is itself the frame work for succeeding plans of a more detailed nature.”
For instance the Schuman plan which comprises a part global plan to strengthen the free nations impinges directly upon the internal affairs of member countries. It reaches down the social and political life of the member states exercising considerable influence on the general economic conditions, investment policy, employment opportunities and wage levels.
Policy is planned at the highest level. This is termed as policy planning. Thereafter framework for its implementation is designed. This is another aspect of planning termed as ‘programme planning’. With a policy in view and framework designed, operation is to commence. Operational planning thus comes in the picture.
Thus planning is a continuous and pervasive function, both of Line and Staff personnel at every level throughout the Administrative hierarchy. This is termed as “Planning continuum.”
Term Paper # 5. Types of Planning:
As the concept of planning continuum indicates it is impossible to suggest watertight categories of planning. Planning is a seamless web covering all the activities of Government. None of the types of planning suggested are self-contained. They are mere ideal types.
Following may be stated as the types of planning:
(i) Over-All Planning:
Over-all Planning may be termed as a Socio-Economic Planning. It deals with planning of natural resources, objectives and activities of the society. Such a system of planning crushes individual initiative and dwarfs enterprise. Such a type can be implemented in a totalitarian state. Such a system of planning was first adopted by Stalin in U.S.S.R. and is being used in Russia since then.
Some other communist countries also have been toeing the line of U.S.S.R. Such a type of planning, which seems to be an imposition from above, could be monopoly only of dictatorial regimes. It is neither possible nor desirable in a democratic society as it saps individual liberty, kills initiative, introduces state capitalism, strengthens bureaucracy and brings in wake many evils.
(ii) Limited Planning:
Such type of planning does not centralize all the socio-economic activities at one focal point. The State opting for this type of planning selects the main objectives which the society as a whole considers fundamental and through proper planning and regulation of the activities of the individuals and groups directs the life and the activity of the society in such a way that objectives can be attained.
That does not result in the total regimentation of the lives of the people or the total acquisition by the State of all means of production and distribution. The State selects only the main objectives and the activities of the people are regulated only to a limited extent for attaining these objectives.
Moreover, the process of planning and the implementation of the programmes is undertaken democratically, thus guaranteeing to everybody maximum possible liberty of action. However, minimum limitations desired by an urge to achieve some common objectives are imposed. Such a planning is conceived in a democratic society like that of India.
(iii) Administrative Planning:
The Administrative Planning is mainly concerned with administrative programmes. In the words of Dr. White, “Planning as a term used in the context of Public Administration is not equivalent to making decision on basic policy. Planning in the context of administration begins where general policy stops; it is concerned with the means by which ends can be brought to fruition.”
Prof. Pfiffner is also of the view that Administrative Planning is “a routine level of operation at which value questions seldom arise.”
It is a central function and responsibility of top and middle management who direct operations and supply the coordinate impulse to the organisational machine. It seeks to provide a broad framework for action as it defines major objectives, establishes inter-bureau policy and links departmental policy and programmes with the related departments. Its main purpose is to give detailed shape to the policy plan, to make objectives clearer and more workable. Administrative Planning may be divided into four different phases, viz., policy planning, administrative planning, programme planning and operational planning.
A brief explanation of these phases is given below:
(a) Policy Planning:
Policy Planning is concerned with developing broad general outlines of governmental action in the socio-economic fields for a long period. Usually, value judgments underlie these policy plans. Once broad outlines of public policy—as in our case, the achievement of socialistic pattern of society—have been set, they may continue in operation for a considerable period of time.
This is primarily the task of legislature which, assisted by ministers and plethora of committees, gives legal shape to the will of the people. Political parties, interested groups and various other unions and associations also exert influence on the formulation of policy planning. In recent years, however, policy planning of national action has become more a concern of the executive branch of the government.
The legislature now only “reviews, criticizes, and modifies the plans prepared by the administrative agencies under the co-ordinate responsibility of the Chief Executive.”
Though the final approval or disapproval rests with the legislature, the executive plays a dominant part, more so in a parliamentary form of government, in the preparation and formulation of policy planning. India’s Five Year Plans constitute the first step in Administrative Planning.
(b) Administrative Planning:
In the words of Pfiffner, it seeks “to provide a broad framework for action by defining major objectives, establishing inter-bureau policy and, to a lesser extent, linking departmental policy and programmes with those of related departments.”
This policy is formulated by the Chief Executive in consultation with the departmental heads and with the assistance of middle management to give effect to the policy planning and to make the objectives clearer and more workable for the public officials. Thus the five yearly plans are divided into yearly plans of Central, State Governments and Local Governments.
At each level the respective governments prepare specific plans, state the objectives in different fields in greater details linking up the activities of the various parts more specifically.
(c) Programme Planning:
In the words of Millett, it is “concerned with the preparation of the specific purposes to be realized and the procedures to be employed by administrative agencies within the framework of existing public policy.” Programme planning is generally the function of the middle management i.e., divisional, branches and sectional heads) though the top-management is usually associated for guidance and advice.
In the words of Pfiffner “Programme planning attempts to draw together policy plans and operational plans in order to fashion from them a concrete scheme of action. It has been called the consolidation of all other types of Planning.”
It is not concerned with the details of operations but “an over-all review of the proposed programme to determine the volume of services involved, the resources in man and money needed to provide them, the general procedures required and the organization structure necessary to use these resources to the best advantage.” It is thus a detailed plan for implementing the programmes in particular departments.
(iv) Operational Planning:
It is “concerned with the systematic analysis of an authorized programme and determination of the detailed means of carrying it out.” After the objectives have been determined and the means and methods of achieving those objectives have been found, then comes operational planning by the divisional and sectional heads who lay down specific procedures and how those have to be used to save time, accelerate production and increase net output. The different function units are assigned various specific functions and their performance measured in terms of time, quantity and quality of production and over-all output. It is, in fact a “workshop-stage” of the programme planning. Hence it is termed as ‘how’ of the management.
Plans may also be of varied duration, short-range or long-range. Short-range planning, also known as operational or tactical planning, usually covers one year. They are formulated to achieve some specific and limited organisational objectives. In the field of business enterprise, the aim may be to sustain the organisation in its production and distribution of current products or services to the existing markets.
After the Third Five Year Plan (1961-66) in India, we had Three Annual Plans (1966-67, 1967-68, 1968-69) since the Fourth Five-Year Plan was postponed on account of the situation created by the Indo-Pakistan conflict, two successive years of severe drought, devaluation of the currency and erosion of resources available for plan progress.
After the end of Seventh Five-Year Plan, 1985-90, the eighth plan could not immediately take off due to political changes. The years 1990-91, 1991-92 have been the years of Annual Plan. The eighth plan formulated by the Rao Government was for the years 1992-97.
The ninth Five-Year Plan (1997-2002) was approved by National Development Council on Feb 19, 1999, 2 years behind schedule. The tenth plan for the period 2002-2007 was passed by the NDA government.
However, in 2004 the NDA government was replaced by the UPA government which revised it. The eleventh plan for the period 2007-2012 was approved by the National Development Council in 2008. Generally, the plan is of a longer duration, four to seven years.
The long-term plans are formulated in the context of long-range or perspective plan. Such a plan projects itself 20 to 25 years hence and attempts to determine the goals to be attained at the end of that period. In the formulation of a long-range plan, the existing and long-term framework of economic, social and technological factors is taken into consideration.
Sometimes, basic changes in organisation structure are necessitated, preparations are made to create trained man-power and raise resources to meet the needs as they arise in future. Perspective planning, thus, helps in the formulation of present plans and in maintaining and continuing from one plan period to the other.
In fact, in a successful planning process, short-term plans and long-term plans should be coordinated. Even under a long-term plan, short-term plans, i.e., annual plans are prepared. The annual budget is in one sense one-year plan. While preparing the one year plan, the planners should consider that they are contributing to the long-term plan. For this purpose, they should scrutinize the former in the light of the latter.
Term Paper # 6. Pre-Requisites of Effective Planning:
Planning is a rational, dynamic and integrative process. It is of particular significance to an underdeveloped country where a lot has to be achieved with limited resources and within a time-framework. Thus in India and, for the matter of that, in all underdeveloped countries, planning is perhaps the best way to pull up the economy to a self-sustaining and self-generating stage. But before that certain pre-requisites are required to make planning effective.
(i) Sound Administrative Structure:
The development of a country depends upon an efficient and adequate administrative infrastructure. Planning requires devoted personnel able to provide initiative and support. Unless there are trustworthy, upright, selfless men with nationalist outlook at the top of personnel machinery, planning may not be successful.
As a matter of fact, it is the top level which is responsible for success or failure of any organisational process, and planning is no exception. Any politicization of planning process must be avoided.
(ii) Sound Information System:
The availability of adequate, accurate, reliable and up-to-date statistical data is an important pre-requisite for effective planning. Without reliable data about the availability of raw materials, capital, human and natural resources and accurate information about the magnitude of the problems, fixing of targets becomes difficult.
Any manipulation of data and information will only lead to faulty planning. To quote Prof F. Zweig, “The road to effective planning leads through research and perfect knowledge of factual relationships. Satisfactory statistics, inquiries, reports and cost accountancy, besides good administrative and thorough-going propaganda provide for effective planning.”
(iii) Laying Down Limited Objectives and Fixing Concrete Targets:
A plan must be very specific about its objectives and targets to be achieved within a time framework. The priorities should be clearly defined and the targets should not be too ambitious. “Health For All” is too ambitious a target looking to the present availability of medical facilities and health conditions in India.
The growth of G.N.P. by six per cent during the Eighth Five-Year Plan was again an ambitious target in the light of the scarcity of resources. The Government of India is still fighting a losing battle on the economic front. The economic situation is even now grim. People are as usual being fed with pious hopes and shallow slogans.
The objectives of full employment, total literacy and alleviation of poverty are wild dreams of distant ideals. The objectives should be realistic, limited and feasible. Similarly, the targets fixed for various sectors should be concrete ones. These should be related to the inputs in the economy. If there are constraints of resources, targets should be accordingly lowered.
(iv) Strong and Efficient Government:
Effective planning presupposes the existence of a strong and stable national government. In the words of R.S. Tucker, Planning, as is universally admitted, requires centralized direction equipped to act more promptly and vigorously than parliamentary or other forms of representative governments.
In a loose democratic setup with corrupt and inefficient administrative machinery, effective planning can hardly take place.
The National Front Government in India could not finalize the Eighth Five-Year Plan during its existence of more than a year due to its loose character. The Rao Government took more than a year to produce the final draft of the Eighth Plan. Its implementation could not be certain due to the minority character of the Government.
(v) Good International Relations:
An underdeveloped country depends to a great extent on foreign countries for the flow of foreign capital, technical know-how and assistance of various types. Hence a developing country committed to planning must maintain friendly and harmonious relations with other countries of the world. It should not associate itself with any particular group of nations.
The foreign trade relations must be maintained on non-political grounds. India had to face great difficulties to get loans from the I.M.F. to tide over its B.O.P. position due to the pressure from American political lobby. America does not consider India as its friend.
(vi) Participation in Planning:
The people’s participation is very essential for effective planning. According to Prof W.A. Lewis, “Popular enthusiasm is both the lubricating oil of planning and the petrol of economic development—a dynamic force that makes all things possible.”
The people can be urged to make sacrifices by foregoing immediate satisfaction of their needs in order to build up a strong base for national development. But such exhortations should come from those rulers and administrators who themselves have made these sacrifices.
Asking the half-starved people to tighten their belt when the belt of the politicians is getting wider day- by-day is hardly going to convince them that their sacrifices will bear fruit.
Participation should also come at the level of the subordinates. Committees at various levels may be constituted for transmitting planning information, obtaining suggestions and encouraging participation in plan formulation. Further, instead of the plan being prepared at the top and transmitting it to the lower levels, it may be prepared at the “grass-root” level and transmitted upwards for integration and adjustment.
In addition to the above important pre-requisites of an effective planning, attention must also be paid to adequate mobilization of financial resources, effective system of economic and administrative controls and proper communication of various planning elements.
Needless to emphasize that a plan must be well formulated taking into account the environmental variables, such as, technological, social, cultural, political, legal and economic and it must be sincerely implemented under proper supervision and able guidance.
Term Paper # 7. Limitations of Planning:
Planning in order to be successful most be effective. A number of limitations within which planning has to operate makes effective planning a difficult task. Awareness of these limitations may help in removing many difficulties in planning.
(i) Lack of Accurate Information:
The first basic limitation of planning is the lack of accurate information and facts relating to future. Planning concerns future activity and its effectiveness is determined by the quality of forecast of future events. As no one can predict future events accurately, the planning may face problems in operation.
An unexpected drought or flood may upset production targets. A communal riot or external aggression may destroy costly structures. This problem is further accentuated by lack of formulating accurate data. Targets may be unreal and information collected manipulative.
A realistic view of the available resources is not taken. Most of the targets and estimates are mathematical. Many a time, the planners are not even aware of the socio-economic realities and if aware tend to ignore them to formulate an ambitious plan.
(ii) Problems of Change:
The rapidly changing environment in a developing society often makes planning difficult. The problem of change is more complex in long-range planning. Present conditions tend to weigh heavily in planning and by overshadowing future needs may sometimes result in error of judgement.
Such factors as technology, economic conditions, social environment, people’s tastes and desires, political climate and international events sometimes change rapidly and often unpredictably. The disintegration of U.S.S.R. and the Gulf War has been important international events leading Indian planners to review the available resources for financing the Eighth Five Year Plan which was delayed by two years.
(iii) Failure of People:
There are many reasons why people fail in planning, both at the formulation and implementation levels.
Some of the important reasons are lack of commitment to organisational goals, failure to develop sound strategies on account of lack of experience, education and incomplete/unreliable data, lack of clear and meaningful objectives, tendency to overlook planning premises, failure to see the scope of the plan, excessive reliance on procedures, rules and regulations, failure to appreciate the limiting factors of planning, lack of top management support, lack of proper delegation of authority, lack of adequate control techniques and political compulsions.
These factors are responsible for either inadequate planning or wrong priorities in the organisations concerned.
(iv) Inflexibilities:
The planners have to act in a set of given variables. These variables may be internal or external. Among the internal variables some are related to human psychology, organisational policies and procedures and long-term investment.
The external variables are social, technological, legal, constitutional, geographical and economic. The planners have to formulate their plans keeping in view these variables which limit their scope of action making planning ineffective in many ways.
(v) Time and Cost Factors:
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Sometimes, planning suffers because of time and cost factors. Time is a limiting factor for plan-makers. The plan must be formulated in time. Excessive time spent in securing information, collecting data, discussing the draft at various levels and giving it a final form is dysfunctional in the organisation. In India, the eighth plan has been delayed by two years.
The planning also becomes costly if it is delayed and made more detailed. The Planning Commission in India charged with the task of plan formulation is a white elephant. The costs incurred in the formulation of the plan can better be applied to the actual implementation of the precious projects and schemes. Planning cannot afford to go beyond a certain time limit and it must justify its costs.
(vi) Rigidity in Planning:
It is said that planning hinders the automatic working of the economy and makes it extremely rigid. Hayek calls planning a ‘road to serfdom’ and leading to a ‘regimented and cruel society’. It brings forth the rule of bureaucracy breeding red-tapism, corruption, favouritism etc. The planning stifles employees’ initiative and forces managers/executives into rigid or straightjacket mode of executing their work.
Rigidity leads to delay in work-performance, lack of initiative and lack of adjustment with changing conditions. Though the factor of rigidity is a limiting factor in effective planning, yet it is illogical to hold that planning means end of initiative and freedom in plan implementation.
The above factors do act as limiting factors either making planning ineffective or making lesser degree of planned work. However, without planning development is not possible particularly in a developing country like India. It is basic to carry out developmental tasks. The ‘shortcomings’ of planning caused by its limitations can be overcome through careful and sincere efforts.