Planning and Organizing CHAPTER 4 Planning and Organizing 4.1 The Planning Function 4.2 Using Planning Tools 4.3 The Organizing Function 4.4 Developing Effective Organizations

4.1 The Planning Function GOALS Recognize the importance of planning to business success. Differentiate between strategic and operational planning. CHAPTER 4

Why Plan? The value of a business plan The importance of planning A written description of the nature of the business, its goals objectives, and how they will be achieved. Includes a detailed financial analysis showing potential profitability that should result from the planned operation The importance of planning CHAPTER 4

Elements of a Business Plan Nature of the business Goals and objectives Marketing plan Financial plan Organizational plan CHAPTER 4

Checkpoint How is planning in a large organization similar to assembling a jigsaw puzzle? CHAPTER 4

Checkpoint How is planning in a large organization similar to assembling a jigsaw puzzle? Each piece must mesh with the others around it to create the entire puzzle. One missing or broken piece affects the look of the entire puzzle. CHAPTER 4

Levels of Planning Strategic planning Operational planning Long-term and provides broad goals and direction for entire business SWOT External and Internal factors Operational planning Short- term and identifies specific goals and activities for each part of the business CHAPTER 4

Checkpoint What is the difference between strategic and operational planning? Strategic planning is long-term and provides broad goals and direction for the entire business. Operational planning is short-term and identifies specific activities for each area of the business. CHAPTER 4

4.2 Using Planning Tools GOALS Identify the characteristics of effective goals. Describe several business planning tools and how they are used. CHAPTER 4

Establishing Direction GOALS Characteristics of effective goals Specific and meaningful Achievable Clearly communicated Consistent with each other and with overall company goals CHAPTER 4

Checkpoint Identify the four characteristics of effective goals? CHAPTER 4

Checkpoint Identify the four characteristics of effective goals? Goals should be specific and meaningful, achievable, clearly communicated, and consistent with each other and with overall company goals CHAPTER 4

Planning Tools Budgets Schedules Standards A written financial plan for business operations developed for a specific period of time. Schedules A time plan for reaching objectives Standards A specific measure against which something is judged CHAPTER 4

Planning Tools Policies Procedures Research Guidelines used in making decisions regarding specific, recurring situations Procedures Sequence of steps to be followed for performing a specific task Research CHAPTER 4

Procedure for Admitting Employees and Visitors CHAPTER 4

Checkpoint What is the difference between a policy and a standard? CHAPTER 4

Checkpoint What is the difference between a policy and a standard? Policies are guidelines used in making decisions regarding specific, recurring situations. Standard is a specific measure against which something is judged. CHAPTER 4

4.3 The Organizing Function GOALS Describe factors that managers should consider when organizing work. Discuss how the characteristics of good organization contribute to a more effective work environment. CHAPTER 4

Organizing Work The role of organization charts An illustration of the structure of an organization , major job classifications, and the reporting relationships among the organization’s personnel The purpose of an organization chart Show the major work units that make up the business Allow employees to identify which unit they are affiliated with. Identify lines of authority and formal communication within the organization CHAPTER 4

Organizing Work The process of organizing work Division of work The total work to be done must be divided into units, such as departments. Grouping activities in broad, natural divisions. Facilities and working conditions The business must provide the necessary equipment and materials for employees to be able to complete their work. Employees CHAPTER 4

Organization Chart For Part of a Retail Business CHAPTER 4

Organization Chart for Ingram Company CHAPTER 4

Organization Chart for Ingram & Kerr CHAPTER 4

Organization Chart for Ingram Kerr, Inc. CHAPTER 4

Checkpoint What are the three elements that should be considered when organizing work? CHAPTER 4

Checkpoint What are the three elements that should be considered when organizing work? The division of work The facilities and working conditions The employees CHAPTER 4

Characteristics of Good Organization Responsibility and authority The obligation to do an assigned task The right to make decisions about work assignments and to require other employees to perform assigned tasks Each employee and manager should know: The description and duties of each job What authority accompanies the job The manager in charge Who reports to the manager What is considered satisfactory performance CHAPTER 4

Characteristics of Good Organization Accountability Obligation to accept responsibility for the outcomes of assigned tasks Unity of command No employee reports to more than one supervisor at a time or for a particular task Span of control The number of employees that any one manager supervises directly CHAPTER 4

Checkpoint What is most likely to happen if employees are assigned responsibility for work tasks but are not given the needed authority? CHAPTER 4

Checkpoint What is most likely to happen if employees are assigned responsibility for work tasks but are not given the needed authority? If problems occur or the employees need help, they will be unable to resolve the problem in a timely fashion and do not have the authority to get others to help them. CHAPTER 4

4.4 Developing Effective Organizations GOALS Describe the strengths and weaknesses of four types of organizational structures. Make recommendations for improving business organization. CHAPTER 4

Types of Organizational Structures Line organization All authority and responsibility can be traced in a direct line from top executive down to the lowest employee level in the organization. Line-and-staff organization Managers have direct control over the units and employees they supervise but have access to staff specialists for assistance. Matrix organization Team organization CHAPTER 4

Types of Organizational Structures Matrix organization (Project Organization) Organizes employees into temporary work teams to complete specific projects Used successfully in research firms, advertising agencies, and construction companies. Provides flexibility and allows for rapid change. Team organization Divides employees into permanent work teams. CHAPTER 4

Line Organization CHAPTER 4

Line-and-Staff Organization CHAPTER 4

Checkpoint Who is responsible for traditional management functions in a team organization? CHAPTER 4

Checkpoint Who is responsible for traditional management functions in a team organization? Work teams have a team leader, self-directed work teams work together to make decisions They can call on a manager for help CHAPTER 4

Improving Business Organization Centralized organization A few top mangers do all major planning and decision making. Decentralized organization A large business is divided into smaller operating units, and managers who head the units have almost total responsibility and authority for operations Flattened organization (Flattening) One with fewer levels of management than traditional structures CHAPTER 4

Checkpoint How can a business organization be made more effective? CHAPTER 4

Checkpoint How can a business organization be made more effective? Organizations can be decentralized and flattened to improve communication and collaboration CHAPTER 4