Project Materials

IMPACT OF PRODUCTION PLANNING AND CONTROL AS A MANAGEMENT FUNCTION ON THE SURVIVAL OF SMALL SCALE BUSINESS

Chapter One

Introduction

1.1 Background of the Study

This project aims to analyse the impact of planning and controlling as a management function on the survival of small businesses. Management is ubiquitous in the modern world.

Every organisation involves decision-making, activity coordination, determining when, why, and who does what ahead of time, standard establishment, performance measurement, and standard review.

Numerous managerial activities have their own unique approach to specific types of challenges, such as production and operations management, human resource management, health-care system management, and so on.

Nwachukwu (2007) defines management as the act of achieving goals through and with the help of others. Launer (1999) defines management as the cornerstone of organisational effectiveness, and it is concerned with the preparations for carrying out organisational procedures and the execution of tasks.

According to Kountz (2006), management is an operational process that is best understood by analysing management functions. The five primary managerial functions are planning, organising, staffing, directing, leading, and controlling.

These managerial responsibilities are inextricably linked and overlap. Planning establishes the framework by assisting the organisation in determining where it wants to go (objectives) and how to get there (strategies and tactics).

These aims and strategies establish the most appropriate organisational structure for the organisation. Organisation structures are built to meet the strategies used to attain the goal, and both strategies and objectives are the result of planning.

No human activity can work efficiently unless it is properly managed. Every sort of organisation, whether a government entity or a private firm, need skilled managers to oversee its activities.

Management and organisations are viewed as the result of their historical and social contexts, and it is possible to explain the evolution of management theory in terms of how individuals dealt with relational issues at a given moment in history.

The lesson here is to learn from the hardships and tribulations of those who came before us in guiding the fortunes of newly founded organisations. Everyone understands that, among the variables required for economic growth, none is more important than management.

Typically, developing countries are recognised for their slow technical progress and severely low worker productivity. A realistic approach to these countries’ development requires qualified high-level workers, particularly at the management level.

In today’s organisations, it is the manager that selects the proper technology and the most efficient and effective manner to use all types of resources, whether physical or human.