“If you fail to plan, you

are planning to fail.”

-Benjamin Franklin
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OCEAN'S 8
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MONEY HEIST
KOREA
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HOME ALONE
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MISSION
IMPOSSIBLE:
FALLOUT
PLANNING
GROUP 1
ORGANIZATION AND MANAGEMENT
 DEFINITION AND NATURE OF PLANNING

Table Of TYPES OF PLAN

Content PLANNING AT DIFFERENT LEVEL OF THE FIRM

PLANNING TOOLS AND TECHNIQUES AND

THEIR APPLICATION
DECISION-MAKING
 Planning
-is the process by which managers establish goal, define methods and think of
strategies by which these goals are to be attained. It provides direction to all of the
organization’s human resources – both managers as well as employees. Planning is
important because it reduces uncertainty; it compels managers to consider future
events that may affect their company.
 According to Weihrich and Koontz
"Planning involves selecting missions and objectives and
the actions to achieve them; it requires decision making,
which ischoosing from among future alternative course of
action.”
 According to Newman
“Planning is deciding in advance, what is to be one; that is a plan is a
projected course of action.”

According to Fayol
“Planning is deciding the best alternatives among others to perform
different managerial operations to achieve the pre-determined goals.”
 GOALS

BASIC -represent an end statement, the targets,

and results that managers hope to achieve.
COMPONENTS
OF PLAN ACTION PLANS
-represent the means by which an
organization goes ahead to attain its
goals.
 Planning is goal oriented.

Planning is futuristic in
nature.

NATURE OF Planning exists in all

managerial activities.
PLANNING
Planning is not a
guess word.

Planning is flexible.
TYPES OF
PLAN
 STRATEGIC PLAN
It is a high-level overview of the entire business, its vision, mission,
corporate objectives, and values. This plan is the foundational basis or
establishes the overall goals of the organization and will form part of the long-
term decision.
 Vision
This is how the company
wants to envisioned.

COMPONENTS Mission
is a more realistic overview
OF STRATEGIC of the company’s aim and
ambitions.
PLAN
Values
how do you want to inspire
the world? How do you want
to be known?
 TACTICAL PLAN
Describes the tactics the organization plans to use to achieve the ambitions outlined in
the strategic plan. This plan specifically focuses on coming out with specific deadlines,
timetables, budget, the resources, the person responsible for the project and marketing,
funding etc.
 OPERATIONAL PLAN
Describes the day to day running of the company. This plan charts out a
roadmap to achieve the tactical goals within the timeframe and applies
to a particular unit area only.
 Single Use Plans

-This plans are created or events/activities

Operational with a single occurrence, such as sales rally,

marketing campaign, and recruitment drive,
Plan can be etc.

either:
Ongoing Plans
-This plans can be used in multiple
settings on an ongoing basis. It could be
a policy, set of rules or procedures.
 LONG-TERM PLAN
Plans that go beyond three years; everyone must understand the organization’s
long-term plans to avoid confusion that may divert the organization members’
attention.
 SHORT-TERM PLAN
Plans that cover one year or less; such plans must lead toward the
attainment of long-term goals and are the responsibility of the
unit/department heads.
 DIRECTIONAL PLAN
Plans that are flexible or give general guidelines only; although flexible and
general, these plans must still be related to strategic plans.
 SPECIFIC PLAN
Plans that are clearly stated and which have no room for
interpretation; language used must be very understandable.
 • Define your goals/objectives

2. Determine where you stand in

relation to set goals/objectives
Steps in
planning
3. Develop premises regarding
According to future conditions
Schermerhorn
(2008) 4. Analyze and choose among
action alternatives

5. Implement the plan and

evaluate results
 An organization can have many different
managers, across different levels, positions
PLANNING AT levels of authority and hierarchy. Different
DIFFERENT LEVEL OF levels in the firm are all engaged in planning;
THE FIRM however, all the resulting plans must be
related to one another and directed toward
the same goals.
THREE MANAGERIAL LEVELS
1. Top-level Managers
- board of directors, president,
vice-president, and CEO
2. Middle-level Managers
- General managers,
branch managers, and
department managers
3. Lower-level Managers
- Supervisors, section leads,
and foremen
 Strategic planning Organization
mission

Organization goals

Organization objectives

Tactical planning
Department objectives

Division objectives
Operational
planning Department objectives

Individual objectives
 TOP-LEVEL
This involves top-level planning which
MANAGEMENT
PLANNING involves making decisions about the
(STRATEGIC PLANNING) organization’s long term goals.
 They are responsible for the
organization’s tactical planning which
involves a set of procedures for changing MIDDLE-LEVEL
or transforming board strategic goals MANAGEMENT PLANNING
and pans into specific goals and plans (TACTICAL PLANNING)
that are applicable and needed in one
unit/portion of the organization.
 They are responsible for the organization’s
LOWER-LEVEL
MANAGEMENT operational planning which involves identifying
(OPERATIONAL PLANNING) the specific procedures and processes like routine
tasks repeatedly done.
 PLANNING There are planning tools that are being
TECHNIQUES AND used by organizations, schools, businesses
TOOLS and the like. However, the discussion will be
AND THEIR limited only to the three commonly used
APPLICATIONS tools.
 BRAINSTORMING

The first crucial creative stage of the project management and planning
process. It creates new ideas, solves problems, motivates and develops teams.
Brainstorming motivates because it involves a member of a team in bigger
management issues and it gets the team working together, they must be able
to see the total picture of the whole scenario so that each will have a
substantial contribution of ideas.ke. However, the discussion will be limited
only to the three commonly used tools.
BRAINSTORMING PROCESS

Define and agree on the objective

Brainstorm ideas and suggestions having agreed a time limit

Categories/condense/combine/refine

Assess, analyzes the effects or result

Prioritize options/rank list appropriate

Agree on action and timeframe

Control, monitor, and follow-up

 FISHBONE DIAGRAMS

It is also called “cause and effect diagrams” and Ishikawa diagrams, named
after Kaoru Ishikawa (1915-1989), a Japanese professor who specializes in
industrial quality management and engineering who devised the technique in
the 1960’s. Fishbone diagrams are being used in quality management fault
detection, and in business process improvement especially in manufacturing
and production companies. It is also very useful in project management
planning and task management while it is not useful for scheduling or showing
time-critical elements.
 Cause-and-Effect Diagram or Fishbone
or Ishikawa Diagram

Material Method Machine

Manpower Measurement Environment

 GANTT CHART

It is named after the US engineer and consultant Henry Gantt (1861-1919) who
devised the technique in the 1910’s. Gantt charts are excellent models for
scheduling and budgeting, and for reporting presenting and communicating
project plans. Create a timeline for the duration of the project. Every activity
has a separate line with a color coding.
GANTT CHART
 All managers and workers/employees in
organizations make decisions or make choices
DECISION-MAKING that affect their jobs and the organization
they work for. This part of the report will
focus on how they make decisions by going
through the eight steps of the decision-
making process suggested by Robbins and
Coulter (2009).
 Eight steps of the decision-making process by Robbins and Coulter (2009).

 Step 1: Identify the Problem.

 Step 2: Identify the Decision Criteria.

 Step 3: Allocate Weights to the Criteria.

 Step 4: Develop Alternatives.

 Step 5: Analyze the Alternatives.

 Step 6: Select an Alternative.

 Step 7: Implement the Chosen Alternative.

 Step 8: Evaluate Decision Effectiveness.

 Types of Decisions

Structured or programmed decision

-a decision that is repetitive and can be handled using a routine approach.

Unstructured or non-programmed decisions

-applied to the resolution of problems that are new or unusual, and for which
information is incomplete.
 Certainty conditions
– ideal conditions in deciding
problems; these are situations in which
a manager can make precise decisions
Types of because the results of all alternatives
are known.
Decision-making
Risk or uncertainty conditions
Conditions – a more common condition in deciding
problems. Risk or uncertainty conditions
compel the decision maker to do estimates
regarding the possible occurrence of certain
outcomes that may affect his or her chosen
solution to a problem.
  DEFINITION OF PLANNING
 NATURE OF PLANNING
 TYPES OF PLAN
 STEPS IN PLANNING According to
Schermerhorn (2008)

Summary  PLANNING AT DIFFERENT LEVEL

OF THE FIRM
 THREE MANAGERIAL LEVELS
 PLANNING TOOLS AND TECHNIQUES
AND THEIR APPLICATION
 DECISION-MAKING
 ANY
QUESTIONS?
THANK
YOU