PLANNING AND ORGANIZING

By Dr Ain Farhana Binti Jamaludin

Introduction
Wisdom from Benjamin Franklin:

“If you fail to plan,

you are planning to
fail”.
Planning Concept
“A goal without a plan is just a wish”
A goal
Refers to a future
A plan
target or end result Refers to the
that organization methods developed
wishes to achieve. to achieve an
organizational goal.
 Definition of Planning

“Planning is the management

function that involves defining goals,
establishment strategies for achieving
those goals and developing plans to
integrate and coordinate activities”
 Definition of Planning

“Determining what must be done,

who must do it and when it has to
be completed, so that someone can
take responsibility and get the
work done”
 Key Components of Planning
What does the organization
What
Setting Goals

want to do?

Why does the organization want

Why to do it?

Where does the organization

Where want to go?
Establish Strategy and

When will the activities/projects

When be conducted/completed?
Action Plan

How will the activities/projects

How be conducted?

Who will conduct the activities/

who projects?
 Levels of Planning

Strategic • Setting long-term goals

• Known as mid-term • Period- more than 5 years
planning Planning • Performed by Top level
• Developing specific plans managers i.e. CEO,
and actions to implement President etc.
the strategic goals
• Period – between 1 and 5
years
• Performed by middle level Tactical Planning
managers i.e. Property
manager, Finance manager,
HR manager • Provides specific roles
and responsibilities
• Period – one year or less • Performed by Lower
• Involves day-to-day Operational Planning level managers i.e.
management supervisor, Account
Clerk, etc.
• Based on the implementation of the strategic and tactical planning
 Differences between strategic planning,
tactical planning and operational planning
• Strategic planning involves a span of several
years or decades, while tactical and
Time period operational planning is performed for a
shorter period

• Strategic planning will influence the overall

activities of the organization, while operational
Scope and tactical planning cover a limited scope of
activities.

• Strategic goals are more generic and simple.

These goals guide employees in seeing the
Level of goals overall organizational operations easily and
comprehensively
 Planning Process/Cycle
• Identifying performance gaps (improvement)
1

• Defining the SMART goals

2

• Establishing strategies for achieving those goals

3

• Developing plans to integrate and coordinate activities

4

• Implementing Plans
5

• Monitoring, Evaluating and Revising Plans

Step 1: IDENTIFYING PERFORMANCE GAPS

SWOT
MATRIX
Step 1: IDENTIFYING PERFORMANCE
GAPS
 A SWOT matrix is a powerful analytical tool that organizations
and leaders use to guide their decision-making process
 Help companies identify their strengths and mitigate risks to
more effectively plan for the future
 A SWOT matrix, often referred to as SWOT analysis to
identify and assess the strengths, weaknesses, opportunities
and threats associated with an organization, project, business
plan or activity.
Step 1: IDENTIFYING PERFORMANCE
GAPS
Step 2: DEFINING SMART GOALS
Step 3: ESTABLISHING STRATEGIES FOR
ACHIEVING THOSE GOALS
 Strategies bridge the gap between the undesirable status quo
(required improvement), and desired, future end state
Step 4: DEVELOPING PLANS TO INTEGRATE
AND CO-ORDINATE ACTIVITIES
 Step 5: IMPLEMENTING PLANS

 Plans need to implemented and resourced

Step 6: MONITORING, EVALUATING AND

REVISING PLANS

 Plans need to reviewed and amended as required

 Learning Activity 1
Group Discussion:

-With the appropriate tools, apply steps 1 to 4 of the planning process

within your organization work environment:

Step 1 - Identifying performance gaps (improvement)

Step 2 - Defining SMART goals
Step 3 - Establishing strategies for achieving those goals
Step 4 - Developing plans to integrate and coordinate activities

Pick only 1 sector:

Fast food outlet, bakeries (baker’s cottage), property management
company, convenient store (7e, family mart), online retailer (Zalora,
Fashionvalet), insurance company and private schools
 Learning Activity 2

Group Discussion:

-By referring to the organization that you have select, provide

relevant examples of appropriate plans at the following levels:

-Strategic
-Tactical
-Operational
Importance of Planning
Importance of Planning

Identifying business or
investment opportunities

Identifying suitable
alternative action

Reducing risks

Saving costs
 Definition of Organizing
“Organizing is a process whereby work activities
are arranged and allocated to employees in
order to achieve the organizational goals and
objectives – Stoner and Wankel (1986)

“Organizing refers to the activities involved in

designing a suitable organizational structure,
allocating tasks or jobs to employees, and
forming a useful relationship with employees and
their jobs or tasks” – Gatewood,Taylor and Farrel
 Definition of Organizing

-Organization can be defined as the process of

creating an organization’s structure. This process is
important and serves many purposes, namely:

(a)Divides work to be done into specific jobs and departments

(b)Assigns tasks and responsibilities associated with individual jobs
(c) Coordinates diverse organizational tasks
(d) Clusters jobs into units
(e) Establishes relationships among individuals, groups and departments
(f) Establishes formal lines of authority
(g) Allocates and deploys organizational resources
NATURE OF Organizing
PROCESS OF Organizing
 Organizational Structure
1. Organizational structure shows
 the way each activity in an organization is performed
 the way formal jobs are allocated
 the way resources are optimally allocated
 the way departments are coordinated
 the position of a unit or division
 the relationship between each division
 the types of jobs performed
 the relationship between each job
2. The process of developing an organization structure is
organization design.
 Principal of Organizational Structure
1. Work Specialisation
 A fundamental principle is that work can be performed more
efficiently if employees are allowed to specialize (Smith, 1937)
 Work specialization, sometimes called division of labour, is the
degree to which organizational task are subdivided into
separate jobs
 Employees within each department perform only the tasks
relevant to their specialized function
 Jobs tend to be small, but they can performed efficiently
 With too much specialization, employees are isolated and do
only a single, narrow, boring job
ORGANISATION CHART
Principal of Organizational Structure
2. Chain of Command
 Chain of command is an unbroken line of authority that links
all persons in an organization and shows who reports to
whom.
 It is associated with two underlying principle;
 Unity of command means that each employee is held
accountable to only one supervisor.
 The scalar principle refer to a clearly defined line of authority in
an organization that includes all employees
 All person in an organization should know to whom they
report
 Authority, Responsibility and Delegation
Is the formality and legitimate right of
a manager to make decisions, issue
Authority orders and allocate resources to
achieve organizationally desired
outcomes

Is the process manager use to transfer

authority and responsibility to positions
below them in the hierarchy.
Is the duty to perform the task or Chain of
activity an employee has been Delegate authority to the lowest possible
assigned.
Command level to provide maximum flexibility to
meet customer needs.

Responsibility Delegation
Span of Management/Span of Control
3. Span of Management/Span of Control
 Span of management can be defined as the number of
employees reporting to a supervisor.
 There are two types of span of control;
1. Narrow span of control
 Requires a manager to supervise a small group of employees
 Suitable for large organizations with many management levels
i.e.Tall structure (more hierarchy level)
2. Wide span of control
 Requires a manager to supervise a larger group of employees.
 Suitable for smaller organizations with fewer management
levels i.e. Flat structure (fewer hierarchy level)
 Delegation
4. Delegation
 Delegation is a process whereby managers give the right or
power and responsibility to lower-level employees to perform
certain duties on their behalf.
 The delegation process comprises four important steps:
1. Allocate duties
 Allocate duties according employees’ skills and ability
2. Give authority
 Give authority to the employees in order for them to perform the
duties well
3. Give responsibility
 Responsibility is given right after the duties have been assigned.
4. Establish accountability
 Establish accountability of their employees in order for them to be
responsible for their jobs.
Centralization and Decentralization

• There is no distribution of power to subordinates.

• The power and authority are retained at the top
Centralization management levels.
• The employees only follow the given orders.
• All decision will be made by the top management level

• The distribution of power from the management to the

employees.
• It is the extent to which power and authority are
Decentralization delegated to lower levels
• Subordinates have the authority to make decision.
• Have also authority to solve any problems and suggests to
overcome the problems.
Tutorial Questions
1. Define the concept of planning in the property
management organization.
2. Relate the key components of planning towards the
property management organization.
3. What are the steps that the property manager can
effectively do the planning for his/her organization?
4. Which types of plan that appropriate to the property
manager?
5. What are the importance of planning to the property
manager?
Tutorial Questions
1. Explain the organizing function by the property
manager.
2. What are the principles of organizational structure that
property manager can used?
3. Explain the delegation process by the property manager.
4. Which is the best types of span of management in the
property management organization?
5. Centralization vs Decentralization. Which one is
depicted the property management organization?