1. Planning

2. Planning
Decide in advance
What?
When?
Who?
How?
To Do

3. Nature of Planning
Contribute to the purpose and objectives – Facilitate the accomplishment
Primacy of planning – Precedes the execution of all managerial function (e.g) organizing, directing…etc
Popularity of planning – varies with authority and nature of supervisor plan
Efficiency of plans – measured by contribution to objectives (e.g) cost

4. Types of Plans Standing Plans Single-use Plans good
Used over a period of time
Single-use Plans
Used for only specific periods
good
Based on facts, well-balanced, minimum procedures and up-to-date

5. Steps in Planning Identifying Alternatives Being Aware of Opportunity
In light of:
Market, Competition, Customers, Strength and weakness.
Setting Objectives
In light of:
Where the company wants to be and what it wants to accomplish and when
Considering Planning Premises
In what environment
Internal or external will the plan operates
Identifying Alternatives
What are the most promising alternatives for accomplishing the objectives
Comparing Alternatives
In light of goals sought:
Which alternative will provide the best chance of meeting the goals at the lowest cost and highest profit
Choosing Alternative
Selecting the course of action to be pursued
Formulating Supporting Plan
Such as plans to:
Buy equipment
Buy material
Hire and train workers
Develop a new product
Quantifying Plans by Making Budget
Develop such budgeting as:
Volume and price of sales

6. Limitations of Planning
Lack of accurate information
Problem of change ( Technology/Customer taste)
Failure of people (not qualified)
Internal inflexibility
External inflexibility
Rigidity in planning
Time and cost factor

7. Planning Premises
It is a framework anticipated environment in which plans are expected to operate include assumptions forecast of the future and known condition.

8. Important of Forecasting
Help in effective planning by providing scientific and reliable basis for anticipating future operation
Reducing area of uncertainty
Managers think ahead and search for best decision
Managerial control

9. Forecasting Methods Quantitative Techniques Qualitative Techniques
Opinion Polls
Brainstorming
Delphi Method
Quantitative Techniques
Input-output analysis
Curve fitting
Time Series

10. Corporate Planning
Definition
Kind of Plans
Process of determining the major objectives of an organization and it policies and strategies
Vision: inspired picture of future
Mission = Purpose
CEO: Chief Executive Officer
Comparison
Strategy
Operational
Time Horizon
Several years
One year
Scope
Wide range of activities
Narrow and limited scope
Degree of detail
Simplistic generic
Finer detail

11. Organizing

12. Definition
Organizing refers to the formal grouping people and activities to achieve firm objective.

13. Relationship of Objectives and Organizational Levels
Social –Economics Purpose
Mission
Overall Objectives
Specific Objectives
Division Goals
Department and unit Objectives
Individual Objectives
Board of Directors
Organization Hierarchy
Top-Level Managers
Middle Managers
Lower-Level Managers

14. Organizational Theory
Organization Theory is the study of structure, functioning and performance of organizations and behavior of groups.

15. Principle of Organization
The success of an organization can be ensured better if the following basic principle are observed
Unity of objectives
Efficiency
Span of management
Division of work – Proper Departmentalization
Functional definition – Duties are defined
Scalar Principle (Chain of Command) - Line of Authority (Subordinate and Supervisor)
Unity of Command
Authority and responsibility
Balance
Facilitation and Continuity

16. Span of Management
The number of subordinates in an organization who are required to report to each manager
Wide span - many subordinates report to a manager - typical of flat organizations
Narrow span - few subordinates report to a manager - typical of tall organizations

17. Span of Management Tall hierarchy Flat hierarchy CEO Relatively narrow
Relatively wide
span of management

18. 3 Levels Span of Management=45
Naill
Ahmed
Fahad
Momen
Sliman
Jean
Saed
Khaled
Adam
Ben
Thuria
Hasna
Said
Faris
Zaid
Anas
Salim

19. 3 Span of Management=15 Naill Ahmed Saif Adam Ben Zain Salim Yazan
Rami

20. Types of Organization
Military of line system – from top to the lower vertically
Functional Organization – separate departments but interrelated jobs
Line and staff system
Matrix system – individual may have any number of supervisors and projects.
Hybrid – employs functional and divisional departmentalization management

21. Provide specialization on the basis of overall function
Departmentation
Functional
Provide specialization on the basis of overall function
Divisional
Product
Customer
Location

22. Centralization and Decentralization
Decision – making authority is
retained at the top of the managerial
hierarchy
Decision – making authority is pushed
downward to the lower management
levels
Effective and easily achieved, clear control and no conflict
Acted quickly and innovative, and easy to control

23. Mistakes in Organization
Failure to plan properly
Failure to clarify relationship
Failure to delegate and balance authority
Lack of responsibility and authority
Staff personnel doing unauthorized tasks
Multiple subordination
Over organizing

24. How to Delegate Authority
Work to each person's strengths
Avoid bad relationship assignments
Make sure the person you are tapping on the shoulder can handle their new assignments
Avoid favoritism or singling out individuals
Delegate with care