WELCOME CLASS

OUR Team

SHAMINA AZIMA

IMTIYAZ SANAULLAH

2
Basic Element of Planning
and Decision Making
Decision Making and Planning
Process

WARIS BAIG
Decision Making:-

Selecting one alternative out of different alternative.

The process of deciding about something important especially i
n a group of people or in an organization.
Importance Of Decision Making

• The catalyst that drives the planning process

• Decision making underlines every aspect of setting goals an
d formulating plans.
• Choosing the best option.
• Predict the future outcomes.
• Top line meager select the best alternatives for the company.
• Best for the company, minimum risk and future growth.
• Future growth and opportunity
Steps of Decision Making:-

1. Identifying the problem

2. Identifying Resources and Constrains (time, energy, labor, technology)
3. Generating alternatives
4. Evaluating Alternatives
5. Implementing the decision
6. Monitoring the decision /Follow up
 Steps of Planning Process

1. Setting up of the objectives

2. Developing premises
3. Listing the various alternatives for achieving the objectives
4. Evaluation of different alternatives
5. Choosing/Setting an alternative
6. Implementing the plan
7. Follow up
 Organizational Goals

• Goals are critical to organizational effectiveness, and they se

rve a number of purposes.
Purposes of Goals

Goals serve four important purposes:

1. Provide guidance and a unified direction and tell where the

organization is going and why is it important to reach there.

2. Make effective planning process and provide good planning

facilities.

3. Source of motivation for employees.

4. Provide effective mechanism for evaluation and control

Managing Multiple Goals
 Goal

A goal is an idea of the future or desired result that a

person or a group of the people envision plan and
commit to achieve

Shamina
Organizational goals

Organizational goals is an idea of the future or desired result that a per

son or a group of people envision plan and commit to achive
Organizational goals

• Strategic goals
• Tactical goals
• Operational goals
Strategic goals

• A goal set by and for top management of the organization

• These goals are set by board of directors or senior Managers
• These are long term goals for the organization
• Difficult to reverse are once established
Tactical goals

• A goal set by and for middle managers

• These goals are set by senior managers for each department
• Shorter terms goals
• Often easir to change or reverse
Operational goals

• A goal set by and for lower level managers of the organization

• Operational goals are also known as action of goal
• Operational goals are made be shorter term issues
• Lower level managers are responsible for these attainment
RESPONSIBILITES FOR SETTING GOALS
WHO SETS GOALS
 All managers should be involved in the goal setting goals.
 Each manager has responsibilities for setting goals that c
orrespond to their level.
MANAGING MULTIPLE GOALS
 When settings goals organizations some times experience
s conflits or contradictions among goals.
 Conflits are adressed through the use of OPTIMIZING conc
epet:
• Optimizing : blancing and reconciling possible conflits am
oung goals.
PLANNING STAFF
 Some large organization develop a professional planning
staff.
PLANNING TASK FORCE
 Often comprised of line managers with special interest in
the relevent area of planning.
BOARD OF DIRECTOR
 Establish the corporate mission and strategy and in some
companies take part in the planning process.
LINE MANAGEMENT
 Line management refers to the management of employee
s who are directly envolve in the production or delivery o
f products,goods and/or services.
 Azima Shaheen

Crisis Management
Crisis Managemen The set of procedures the organization uses
t in the event of disaster or other unexcepted
calamity.

Types of crisis

Technical crisis : Cyber attack or viruses att

ack , outdated technology
Organizational crisis: Experts or skill peopl
e left an organization
Violence crisis: Riots and stickes etc
Financial crisis Not earning enough profit
Handling Crisis in  Make effective strategy which help to r
an Organization educe crisis.
 Identify the correct cause of crisis , whet
her it is caused by technology or due to
other thing.
 Unified the employees , discuss problem
s with them and take ideas and informat
ion form them.
 Develop good relationship with cowork
ers ,therefore they could take part in ev
ery situation of an organization .
 What to eliminate or reduced ,if finacial
crisis then organization has to pay shareh
older less dividend.
 Barriers in goals setting and planning
 Inappropriate goals
paying large dividend instead of spending money on research or development
al projects. Unattainable goals .e.g kmart and malwart
 Improper rewards
People may be advertently rewarded for poor goals. Rewarding for short term
goals and long terms are neglected.
 Dynamic and complex enviroment
Rapid change in technology , intense competition .
Lack of confident or fear of failure.e.g pfizer phamaceutical company
 External barriers
Lack of resources , govt polices,political situation and economic conditions .
 Overcomig the barries
 Understanding the purpose of goals and plannings
Un derstand the basic purpose,planning is not remedy to solve all the organizational pr
oblems. Example coca-cola and pepsi
 Communication and participation
Communication among top level and lower level managers .
 Consistency ,Revision and updating
Horizontal, consistence across organization and vertical, consistence up and down ;str
ategic ,tactical and oprational should match.
 Effective reward system
Proper reward should be there in an organization.
WELCOME CLASS

SANAULLAH KHAN
SWOT a • SWOT analysis is the strategic pla
nning technique use to help a per
nalysis son or organization identify stren
gth, weaknesses, opportunities a
nd thread relate to the business c
ompetition.
Strength • Strength are the things that our o
rganization does particularly well
or in a way distinguish we from o
ur competitor.
• Strength are the internal factors
• well educators
• Confidence
• Personal resources
weaknesses • Weakness are the negative aspec
ts and attribute which have little
control over
• Lack of education
• Less resources'
• Hygiene issues
• Negative work habits
Opportunities • Opportunities are the combinatio
n of different circumstance at a gi
ven time that offer a positive outc
ome if taken advantage of
• Development a construction
• Training opportunities
• job vaccines are opening
Threat • Threat are the external factors that mig
ht affect or damage strength or opportu
nities
• Change market trends
• Fewer job opportunities
• Emerging competition
THANK
YOU

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