CHAPTER 2

Nature and
Concept of
Management
Significance of Studying
Management
1. Encourages Initiative

-Management encourages initiative. Initiative means to

do the right thing at the right time without being told or
influenced by the superior. The employees should be
encouraged to make their own plans and also to
implement these plans. Initiative gives satisfaction to
employees and success to organisation.

2. Encourages Innovation

Management also encourages innovation in the

organisation. Innovation brings new ideas, new
technology, new methods, new products, new services,
etc. This makes the organisation more competitive and
efficient.
3. Facilitates growth and expansion

-Management makes optimum utilisation of available

resources. It reduces wastage and increase efficiency. It
encourages team work and motivates employees. It also
reduces absenteeism and labour turnover. All this results in
growth, expansion and diversification of the organisation.

4. Improves life of workers

-Management shares some of its profits with the workers. It

provides the workers with good working environment and
conditions. It also gives the workers many financial and non-
financial incentives. All this improves the quality of life of the
workers.
5. Improves corporate image

If the management is good, then the organisation will

produce good quality goods and services. This will
improve the goodwill and corporate image of the
organisation. A good corporate image brings many
added benefits to the organisation.

6. Motivates employees

Management motivates employees by providing financial and

non-financial incentives. These incentives increase the
willingness and efficiency of the employees. This results in
boosting productivity and profitability of the organisation.
7. Optimum use of resources

Management brings together the available resources.

It makes optimum (best) use of these resources. This
brings best results to the organisation.

8. Reduces wastage

Management reduces the wastage of human,

material and financial resources. Wastage is reduced
by proper production planning and control. If
wastage is reduced then productivity will increase
9. Increases efficiency

Efficiency is the relationship between returns and

cost. Management uses many techniques to
increase returns and to reduce costs. Higher
efficiency brings many benefits to the organisation.
10. Improves relations

Management improves relations between

individuals, groups, departments and between
levels of management. Better relations lead to
better team work. Better team work brings success
to the organisation.
11. Reduces absenteeism and labour turnover

Absenteeism means the employee is absent without permission.

Labour Turnover means the employee leaves the organisation.
Labour absenteeism and turnover increases the cost and causes many
problems in the smooth functioning of the organisation.
Management uses different techniques to reduce absenteeism and
labour turnover in the organisation.

12. Encourages Team Work

Management encourages employees to work as a team. It develops

a team spirit in the organisation. This unity bring success to the
organisation
 Management

According to Koontaz and O’ Donnel

‘Management is an art of getting things done
through and with the people in formally
organized.
According to Henry Fayol ‘To manage is to
Forecast and to plan, to organize, to command,
to co-ordinate, and to control.

The definition above show that is continues

process of getting things done by proper use of
manpower and resources. It also help to
control, organize and co-ordinate the function
of an organization.
PLANNING
 Planning

The process of establishing goals and a suitable

course of action for achieving those goals.
It requires decision making
The necessity of planning arises because of the fact
that business organizations have to operate, survive
and progress in a highly dynamic economy where
change is the rule, changes gives rise to the problems
and throw countless challenges
 Nature of Planning

The nature of planning can be highlighted by studying its

characteristics. They are as follows
(a) Planning is a mental activity. Planning is not a simple
process. It is an intellectual exercise and involves thinking and
forethought on the part of the manager.
(b)Planning is goal-oriented. Every plan specifies the goals to
be attained in the future and the steps necessary to reach them.
A manager cannot do any planning, unless the goals are known.
(c) Planning is forward looking. Planning is in keeping with
the adage, “look before you leap”. Thus planning means looking
ahead. It is futuristic in nature since it is performed to
accomplish some objectives in future.
d) Planning pervades all managerial activity.
Planning is the basic function of managers at all
levels, although the nature and scope of planning will
vary at each level.
 Planning is Pervasive

•Corporation Level
•Strategic Business Unit (SBU)
Level
•Functional or Department Level
•Team or work group level
•Individual level
(e) Planning is the primary function. Planning
logically precedes the execution of all other
managerial functions, since managerial activities in
organizing; staffing, directing and controlling are
designed to support the attainment of organizational
goals. Thus, management is a circular process
beginning with planning and returning to planning
for revision and adjustment.
(f) Planning is based on facts. Planning is a conscious
determination and projection of a course of action for the
future. It is based on objectives, facts and considered
forecasts. Thus planning is not a guess work.
(g) Planning is flexible. Planning is a dynamic process
capable of adjustments in accordance with the needs and
requirements of the situations. Thus planning has to be
flexible and cannot be rigid.
(h) Planning is essentially decision making. Planning is a
choice activity as the planning process involves finding the
alternatives and the selection of the
best. Thus decision making is the cardinal part of planning.
 Importance of Planning

According to G.R. Terry, “Planning is the

foundation of most successful actions of all
enterprises.” An enterprise can achieve its objectives
only through systematic planning on account of the
increasing complexities of modern business. The
importance and usefulness of planning can be
understood with reference to the following benefits.
(a) Minimizes uncertainty: The future is generally
uncertain and things are likely to change with the
passage of time. Planning helps in minimizing the
uncertainties of the future as it anticipates future events.
(b) Emphasis on objectives: The first step in
planning is to fix the objectives. When the objectives are
clearly fixed, the execution of plans will be facilitated
towards these objectives.
(c) Promotes coordination. Planning helps to
promote the coordinated effort on account of pre-
determined goals.
(d) Facilitates control. Planning and control are
inseparable in the sense that unplanned actions cannot
be controlled. Control is nothing but making sure that
activities conform to the plans.
(e) Improves competitive strength. Planning enables
an enterprise to discover new opportunities, which give
it a competitive edge.
(f) Economical operation. Since planning involves a
lot of mental exercise, it helps in proper utilization of
resources and elimination of unnecessary activities.This,
in turn, leads to economy in operation.
g) Encourages innovation. Planning is basically
the deciding function of management. Many new
ideas come to the mind of a manager when he is
planning. This creates an innovative and foresighted
attitude among the managers.
(h) Tackling complexities of modern
business. With modern business becoming more
and more complex, planning helps in getting a clear
idea about what is to be done, when it is to be done,
where it is to be done and how it is tobe done.
 TYPES OF PLANS

Most organizations of any size offer more than one

product or services, as a result they cannot develop a
single plan to cover all organizations activities, they
must develop plans for multiple levels.
For this purpose, there are many types of plans and
those different plans are carried out at different
levels of an organization.
 TYPES OF PLANS

1) STRATEGIC PLANS
2) TACTICAL PLANS
3) OPERATIONAL PLANS
 STRATEGIC PLANS

 Strategic planning sets the long-term direction of the org in

which it wants to proceed in future.
 It focus on the broad future of the org. Incorporating both
external information gathered by analyzing the company’s
competitive environment and the firms internal resources,
managers determine the scope of the business to achieve
the org long-term objectives.
 Strategic planning involves the analysis of various
environmental factors and the competition.
 Most strategic plans focus on how to achieve goals three to
five years into the future.
 CONTD…..

It has the potential to impact dramatically, both

positively and negatively, on the survival and success
of the organization.
Typically 3-5 years of horizon
Top management is involved in framing the strategic
plans.
 TACTICAL PLANS

Tactical plans translate the strategic plans into

specific goals for specific parts of the organizations.
They are for shorter time frame and usually focused
for 1-2 years
Instead of focusing on the entire corporation, tactical
plans typically affect a single business within an
organization.
Although tactical plans should complement the
organizations overall strategic plan, they are often
somewhat independent of other tactical plans.
 Contd….

Tactical plans are concerned with implementation of

strategic plans by coordinating the work of different
departments in the organization.
They try to integrate various org units and ensure
the commitment to strategic plans.
 OPERATIONAL PLANS

Operational plans translate the tactical plans into

specific goals and actions for small units of the
organization.
They typically focus on the short term usually 12
months or less.
These plans are least complex than strategic and
tactical plans, and rarely have a direct effect on other
plans outside of the department or unit for which the
plan was developed.
 Other types of Plan

1. LONG TERM AND SHORT TERM PLANS

2. PROACTIVE PLANS AND REACTIVE PLANS
3. FORMAL AND INFORMAL PLANS
4. STANDING AND SINGLE-USE PLANS
 LONG TERM AND SHORT TERM PLANS

 Long term planning is of strategic nature and involves long

period say 3-5 yrs. The long term plans usually encompass
all the functional areas of the business and are affected
within the existing and long-term framework of economic,
social and technological factors.
 Short term planning is usually a plan made for one year.
These are aimed at sustaining organization in its
production and distribution of current products or services
to the existing markets. These plans directly affect
functional groups( production, marketing, finance)
 PROACTIVE AND REACTIVE PLANS

Classification of planning into proactive and reactive

is based on the organizations response to
environmental dynamics.
Proactive planning involves designing suitable
courses of action in anticipation of likely changes in
the relevant environment. In this approach, org do
not wait for the environment to change but take
action in advance. In India companies like reliance,
Hindustan unilever have adopted this approach for
the faster growth.
 Contd…..

In reactive planning, organizations responses come

after the environmental changes have taken place. In
such situation the org lose opportunities to those org
which adopt proactive approach.
 FORMAL AND INFORMAL PLANNING

 Formal planning is in the form of well-structured process

involving different steps.
 In large organizations they undertake planning in formal
way in which they create corporate planning cell placed at
sufficiently high level in the organizations.
 Informal planning is undertaken by the smaller
organizations, the planning process is based on managers
memory of events, intuitions and gut-feeling, rather than
based on systematic evaluation of the environment.
 SINGLE AND STANDING USE PLANS

Standing plans are put to use again and again over a

long period of time. Once established they continue
to apply until they are modified or abandoned.
Standing plan help managers in dealing with routine
matters in a pre-determined and consistent manner.
Examples of standing plans are: organizational
mission and long term objectives, strategies, policies,
procedures and rules.
 SINGLE USE PLANS

 Single use plans are relevant for a specified time and after the
lapse of that time, these plans are formulated again for the
next period.
 Single use plans are non-recurring in nature and deal with
problems that probably will not be repeated in the same form
in future.
 Generally these plans are derived from the standing plans
 Examples: projects, budgets, targets.
 Org set their mission and objectives out of which the strategic
actions are determined, in order to put these actions into
operations, projects, budgets etc. are prepared for the specific
time period.
 PLANS

STANDING PLANS SINGLE-USE PLAN

1) OBJECTIVES
2) POLICIES &
1)PROGRAMMES
STRATEGIES
2) PROJECTS
3) PROCEDURES
3) BUDGETS
4) METHODS
5) RULES
 Basics Steps and In Planning

Establish Goals
The first step of the management planning process is
to identify specific company goals. This portion of the
planning process should include a detailed overview of
each goal, including the reason for its selection and the
anticipated outcomes of goal-related projects. Where
possible, objectives should be described in quantitative
or qualitative terms. An example of a goal is to raise
profits by 25 percent over a 12-month period.
Identify Resources

Each goal should have financial and human resources

projections associated with its completion. For
example, a management plan may identify how many
sales people it will require and how much it will cost to
meet the goal of increasing sales by 25 percent.
Establish Goal-Related Tasks
Each goal should have tasks or projects associated
with its achievement. For example, if a goal is to raise
profits by 25 percent, a manager will need to outline
the tasks required to meet that objective. Examples of
tasks might include increasing the sales staff or
developing advanced sales training techniques.
Prioritize Goals and Tasks
Prioritizing goals and tasks is about ordering objectives
in terms of their importance. The tasks deemed most
important will theoretically be approached and
completed first. The prioritizing process may also
reflect steps necessary in completing a task or achieving
a goal. For example, if a goal is to increase sales by 25
percent and an associated task is to increase sales staff,
the company will need to complete the steps toward
achieving that objective in chronological order.
Create Assignments and Timelines
As the company prioritizes projects, it must establish
timelines for completing associated tasks and assign
individuals to complete them. This portion of the
management planning process should consider the
abilities of staff members and the time necessary to
realistically complete assignments. For example, the
sales manager in this scenario may be given monthly
earning quotas to stay on track for the goal of
increasing sales by 25 percent.
Establish Evaluation Methods
A management planning process should include a
strategy for evaluating the progress toward goal
completion throughout an established time period.
One way to do this is through requesting a monthly
progress report from department heads.
Identify Alternative Courses of Action
Even the best-laid plans can sometimes be thrown off
track by unanticipated events. A management plan
should include a contingency plan if certain aspects of
the master plan prove to be unattainable. Alternative
courses of action can be incorporated into each
segment of the planning process, or for the plan in its
entirety.
 DECISION MAKING

“ The process of identifying and selecting a course of

action to solve a specific problem”
It connects to the organizations present circumstances
to actions that will take the organization into future.
It plays important role in selecting among the choices
available to the manager.
Decision making deals with problems and
opportunities. A problem may be an opportunity in
disguise.
Problem is the situation that occurs when an actual
state differs from the desired state.
 TYPES OF DECISIONS

STRUCTURED PROBLEMS & PROGRAMMED

DECISIONS
 Some problems are straight forward, the problem is
familiar and information about the problem is easily
defined and complete
 The decision which manager takes for the structured
problem is called the programmed decision.
 Programmed decision is repetitive and routine and are
undertaken within a framework of organizational
policies and rules, the time frame is short.
 Information is readily available.
UNSTRUCTURED PROBLEMS & NONPROGRAMMED
DECISIONS
 Many organizational situation involve unstructured
problems that are new or unusual and for which
information is incomplete.
 When problems are unstructured managers can rely on
the non programmed decisions. They are unique and
nonrecurring and involve custom-made solutions.
 Time frame is long and it is gen. taken by top
management
 Solution relies on judgement and creativity.
 STRATEGIC AND TACTICAL DECISIONS

 Strategic choice is the major choice of actions concerning

allocation of resources and contribution to the achievement
of the organizational objective
 It affects the whole or major part of the organization.
 It is normally non-programmed decision
 Tactical or the operational decisions is derived out of
strategic decisions. It related to day-to-day working of org
and is made in the context of the policies and procedures.
E.g purchase of the raw material
 It is the programmed decisions. It affects the narrow part if
the org. The authority to take tactical decisions can be
delegated to the lower-level managers.
 INDIVIDUAL AND GROUP DECISIONS

 Individual decisions are taken where the problem is of

routine nature.
 Important and strategic decisions are taken by group.
 There are two methods involved in group decision making
 Dialectical inquiry method. In this method the group
determines all the assumptions and solution, then
considers the opposite of all the assumptions, then they
develop the counter solution based on all the negative
solutions.
 Devils advocacy involves assigning someone the role of
critic.
 DECISION MAKING PROCESS

STEP 1: RECOGNISING THE PROBLEM

STEP 2: DECIDING PRIORITIES AMONG PROBLEM
STEP 3: DIAGNOSING & STATING THE PROBLEM
STEP 4: DEVELOP THE ALTERNATIVES
STEP 5: EVALUATE THE ALTERNATIVES
STEP 6: SELECT THE BEST ALTERNATIVE
STEP 7: IMPLEMENT THE ALTERNATIVE
STEP 8: EVALUATING THE DECISION EFFECTIVENESS
 RATIONAL DECISION MAKING

A type of decision making in which choices are logical

and consistent and maximize value.
Assumptions of rationality: a rational decision maker
would be fully objective and logical. He will have a clear
and specific goal and know all the possible alternatives
and consequences.
Making decisions rationally would consistently lead to
selecting the alternative that maximizes the likelihood of
achieving that goal.
Decisions are made in the best interest of the
organization.
 DECISION-MAKING CONDITIONS

1) CERTAINTY: it is the ideal situation to make

decision. The outcome of every alternative is
known.
2) RISK: a situation in which the decision maker is
able to estimate the likelihood of certain outcomes.
3) UNCERTAINTY: A situation in which a decision
maker has neither certainty nor reasonable
probability estimates available.
 DECISION MAKING STYLES

LINEAR & NON-LINEAR THINKING STYLES

Linear thinking style is characterized by a person’s
preference for using external data and facts and
processing this information through rational, logical
thinking to guide decisions and actions
Non-linear thinking style is characterized by a
person’s preference for using the internal sources of
information ( feeling and intutions) and processing
this information with the internal insights, feelings
and hunches to guide decisions and actions.
 PLANNING
TECHNIQUES AND TOOLS
 OUTLINE
56

Environment Assessment Techniques

 Environmental Scanning
 Forecasting
 Benchmarking
 Budgeting
 Scheduling
 Breakeven Analysis
 Linear Programming
Contemporary Planning
 Project Management
 Scenario Planning
 Assessing the Environment

Environmental Scanning
 The screening of large amounts of information to anticipate
and interpret changes in the environment
 Competitor Intelligence
 The process of gathering information about competitors—who
they are, what they are doing, and how their actions will affect the
organization
 Is not spying but rather careful attention to readily accessible
information from employees, customers, suppliers, the Internet, and
competitors themselves
 May involve reverse engineering of competing products to
discover technical innovations
 Assessing the Environment (cont’d)
58

Environmental Scanning (cont’d)

 Global Scanning
 Screening a broad scope of information
on global forces that might affect the
organization
 Has value to firms with significant
global interests
 Draws information from sources that
provide global perspectives on
worldwide issues and opportunities
 Assessing the Environment (cont’d)
59

 Forecasting
 The part of organizational planning that involves creating
predictions of outcomes based on information gathered by
environmental scanning
 Facilitates managerial decision making
 Is most accurate in stable environments
 Quantitative forecasting
 Applying a set of mathematical rules to a series of hard data to
predict outcomes (e.g., units to be produced)
 Qualitative forecasting
 Using expert judgments and opinions to
predict less than precise outcomes
(e.g., direction of the economy)
 Making Forecasting More Effective
60

Use simple forecasting methods

Compare each forecast with its corresponding “no
change” forecast
Don’t rely on a single forecasting method
Don’t assume that the turning points in a trend can be
accurately identified
Shorten the time period covered by a forecast
Remember that forecasting is a developed managerial
skill that supports decision making
 Benchmarking
61

The search for the best practices among

competitors and noncompetitors that lead to their
superior performance
By analyzing and copying these practices, firms
can improve their performance
 Steps in Benchmarking
62

Form a benchmarking
planning team.

Prepare and implement BEST Gather internal and

action plan. PRACTICES external data.

Analyze data to identify

performance gaps.
 Allocating Resources
63

Types of Resources
 The assets of the organization
 Financial
 Physical
 Human
 Intangible
 Structural/cultural
Techniques for Allocating Resources
64

Budgeting Scheduling Breakeven Analysis Linear Programming

Creating a numerical Detailing what's to Determining the Using a

plan for allocating be done, in what point where revenue mathematical
resources to order, by whom, and costs of a technique to solve
specific activities and when project will match resource allocation

Revenue Expense Profit Cash Gantt Load PERT

 Types of65Budgets

Revenue Budget
Projects future sales
Cash Budget Expense Budget
Forecasts cash on hand Lists primary activities
and how much will and allocates dollar
be needed amount to each

Variable Budget Fixed Budget

Takes into account OR Assumes fixed
the costs that vary level of sales
with volume or production

Profit Budget
Combines revenue and expense
budgets of various units to determine
each unit’’s profit contribution
Tips for Managers: Improving
66 Budgeting

• Be flexible.
• Understand that goals should drive budgets—
budgets should not determine goals.
• Coordinate budgeting throughout the organization.
• Use budgeting/planning software when
appropriate.
• Remember that budgets are tools.
• Remember that profits result from smart
management, not because you budgeted for them.
 A Gantt
67 Chart

Activity Month
1 2 3 4
Copy-edit manuscript
Design sample pages
Draw artwork
Print first pages
Print final pages
Design cover

Actual progress
Goals Reporting Date
 A Load68 Chart

Editors Month
1 2 3 4 5 6
Ling
Antonio
Kim
Maurice
Dave
Rashid

Work scheduled
 Allocating Resources: Analysis
69

Program Evaluation and Review Technique (PERT)

 A flow chart diagram that depicts the sequence of activities
needed to complete a project and the time or costs
associated with each activity
 Events: endpoints for completion
 Activities: time required for each activity
 Slack time: the time that a completed activity waits for another
activity to finish so that the next activity, which depends on the
completion of both activities, can start
 Critical path: the path (ordering) of activities that allows all tasks
to be completed with the least slack time
 Let’s Make70Lemonade
•Inputs?
•Outputs?
•Resources?
•Gantt Chart
•How to find Gaps?
 Allocating Resources: Analysis (cont’d)
71

Break-even Analysis
 Is used to determine the point at which all fixed costs
have been recovered and profitability begins
 Fixed costs (FC)
 Variable costs (VC)
 Total Fixed Costs (TFC)
 Price (P)
The Break-even Formula:

Total Fixed Costs

Break-even:
Unit Price - Unit Variable Costs
 Break-even
72 Analysis

Total Profit
Revenue Area
70 000

60 000
Revenue/Cost ($)

50 000 Loss
Area
40 000 Variable Costs
Breakeven Total
30 000 Point Costs

20 000
Fixed Costs
10 000

100 200 300 400 500 600

Output (in thousands)
 Contemporary Planning Techniques
73

Project
 A one-time-only set of activities that has a definite beginning
and ending point time
Project Management
 The task of getting a project’s activities done on time, within
budget, and according to specifications
 Define project goals
 Identify all required activities, materials, and labour
 Determine the sequence of completion
 Project Planning
74 Process

Identify Determine Determine

Estimate Compare
Define activities Establish project additional
time for with
objectives and sequences completion resource
activities objectives
resources date requirements
 Linear Programming
75

A method of solving limited resource allocation

between two variables where the goal is optimization
such that the change in one variable is accompanied
by an exactly proportional change in the other.
 Contemporary Planning Techniques (cont’d)
76

Scenario
 A consistent view of what the future is likely to be
Scenario Planning
 An attempt not to try to predict the future but to reduce
uncertainty by playing out potential situations under
different specified conditions
Contingency Planning
 Developing scenarios that allow managers to determine in
advance what their actions should be should a considered
event actually occur
 Tips for Managers:
77 Preparing for
Unexpected Events
• Identify potential unexpected events.
• Determine if any of these events would have
early indicators.
• Set up an information gathering system to
identify early indicators.
• Have appropriate responses (plans) in place if
these unexpected events occur.
 WHY
MANAGERS FAIL
IN PLANNING?
7 Reasons Why Managers Fail to Plan

Some believe that planning is dead! They say that today’s

environment changes too often and too quickly. Despite
the disruptive and unrelenting pace of change, planning
is still an important function in the workplace. A good
plan provides a framework for organizing company
resources and it provides direction for employees on how
they can help the company fulfill its strategic goals.

The key difference in planning today is how this function

is viewed and implemented. Effective planning is less
rigid now than it was in the past.
Why Plans Fail
Seven common reasons why many of them fail to plan are the following:

• Some managers dislike constraints of any kind. It is important for managers

to keep options open to encourage creativity and innovation. Taken to an
extreme, however, the lack of any sensible constraints creates confusion.
Employees are unsure of the strategic direction of the company as they are
constantly switched from one project to another. They eventually become
frustrated and organizational productivity declines.

• Some managers assume crisis management is inevitable. There’s an element

of truth to this view particularly as the scope of a manager’s job increases.
Unrelenting crisis management is often a sign of insufficient planning,
however.

When I work with managers in these environments, I challenge them to probe

deeper for the root causes behind these crises. Often, these managers are
revisiting the same organizational problems because they lack a plan.
• Some managers lack the time in their schedule to plan. This is always a challenge.
In working with managers, I encourage them to improve their time management
skills. Taking a time management seminar from a reputable training organization is a
great way for a manager to free up more time for planning.

• Some managers have been successful without any real planning. This success
becomes harder to repeat as a manager’s responsibilities increase. Planning is a
critical function for middle and senior level managers as they execute organizational
initiatives through others.

• Some managers do not have a system for planning. A good plan defines what needs
to be done and how it is to be done. Senior managers develop strategic plans that
apply to the entire organization. Middle and front line managers develop operational
plans to implement the strategic plans.

There are many tools used in planning including SWOT Analysis, vision and mission
statements, environmental scanning, resource analysis, etc. Since many managers
are promoted for their technical ability with no real training in management, this is
another area where managers can take a management seminar from a reputable
company to learn how to plan effectively.
• Some managers lack self-discipline. The managers I
have known who have effectively addressed this area
first admitted they had shortcomings, identified realistic
goals for themselves, and then committed to meeting
their goals. They kept practicing self-discipline until it
became routine for them.

• Some managers are solely focused on results. For these

get-it-done and get-it-done quickly managers, I coach
them that they need to be effective as well as being
efficient. Getting things done does not always mean that
the right things are being done. Well designed plans
address what needs to be done in the organization
(effectiveness) as well as how it is to be done (efficiency).
Despite what some may say, planning is not dead!
Plans today must be living documents that adapt to
changing market needs. To plan effectively, managers
develop relevant plans and then adapt them as
necessary to the ever-changing business landscape. No
matter the reason, the familiar management saying is
still true: If you fail to plan, plan to fail! It’s also
difficult to have motivated and engaged employees
when the organization is in chaos due to poor
planning.
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