Planning involves determining objectives and allocating resources to achieve goals. There are three types of planning: strategic planning focuses on long-term goals; tactical planning translates strategies into short-term actions; and operational planning designs day-to-day activities. Good planning includes identifying activities, timelines, risks, communication plans, and asset management. Decision-making follows steps including defining problems, identifying alternatives, analyzing options, selecting a solution, implementing it, and evaluating outcomes. Strategic planning uses SWOT analysis to assess strengths, weaknesses, opportunities, and threats in selecting projects.

1. New generation
University
Chapter 4: planning and
Decision
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2. The concept of planning
 Planning is the formal process of making
decisions for the future of individuals & planning
dealing on aims , determining and allocating the
resources required and ensuring that plans are
communicated to all conserved
 Planning in is a process of establishing priorities for
future actions in an attempt to solve economic
problems, which stem from the existence of scarce
resources.

3. The planning function can be
characterized
1. Planning is the primary management
function
2. Planning is a continuous process
 planning deals with the future, and the
future by its nature is uncertain
3. Planning concerns all managers: planning
is the responsibility of all managers
 The amount of time and span of plan vary
by management level
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4. The planning function can be
characterized
4. Orientation action : planning involves
taking of needs and necessary actions
5. Orientation to the future : to set of goals
and objectives in later life or later future
6. Orientation to achieve goals :
Planning is there for targeting in achieving
goals and objectives of institutions which are
long range or long terms
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5. Types of planning
 Based on their scope or breath plans
can be classified into three categories
1. Strategies planning
2. Tactical planning, and
3. Operational planning
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6. 1. Strategic Planning is link between
the organization’s, Company and
Government objectives , recourses and
it environmental opportunities
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7. Strategic planning
 Successful leaders look at the big picture or
strategic plan of the organization to determine
what types of projects/business will provide
the most value. Some may argue that
project/business managers should not be
involved in strategic planning
 Project/venture selection because top management
is usually responsible for these types of projects
(business) decisions.
 But successful organizations know that project
managers can provide valuable insight into the
project selection process
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8. Strategic planning
 Strategic planning involves determining long-
term objectives by analyzing the Strengths and
Weaknesses of an organization, studying
Opportunities and Threats in the business.
 Environment, predicting future trends, and
projecting the need for new products and
services.
 Strategic planning provides important
information to help organizations identify and
then select potential projects. 8

9. SWOT ANALYSIS
 Process generates/create
information that is help full in
corresponding/ marching an
organization or Business /project
goals, program to the social
environment in which is operate/work
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10. SWOT ANALYSIS
 Many people are familiar with SWOT analysis
analyzing Strengths, Weaknesses,
Opportunities, and Threats( SWOT is
abbreviation (Strengths, Weaknesses,
Opportunities, and Threats)
which is used to aid in strategic planning. For
example, a group of people who want to start a
new business in the industry could perform a
SWOT analysis to help identify potential projects.
They might determine the following based on a
SWOT analysis:
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11. Strengths and weaknesses
Strengths: Positive tangible and non tangible
traits/characteristics internal of the organization
As experienced professionals, we have
numerous/several contacts in the film industry.
Two of us have strong sales and interpersonal
skills.
Two of us have strong technical skills and are
familiar with several film making software tools.
We all have impressive/interested samples of
completed projects
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12. Weaknesses:
Weaknesses: what organization have missed, it is
internal organization
 None of us have accounting/financial experience.
 We have no clear marketing strategy for products
and services.
 We have little money to invest in new projects.
 We have no company Web site and limited use of
technology to run the business.
 Other examples UOH as a project hiring and poor
performance lecturer my be is strong weakness 12

13. Opportunities and Threats
Opportunities: external factors that represent
the reasons organization exist/develop
What opportunity exist in environment
For examples
If UOH as project getting international students
to come and study in our university my be an
opportunity
 A current client has mentioned a large project
he /she would like us to bid on.
 The film industry continues to grow.
 There are two major conferences this year
where we could promote/develop our company. 13

14. Threats
Threats: external factor beyond organization
 Other individuals or companies can provide
the services we can. Customers might prefer
working with more established
individuals/organizations.
 There is high risk in the film business.
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15. 2. Tactical Planning
 Tactical planning is the processes
through which managers design
coherent groups of activities to
accomplish a strategy
 It is a means of translating strategies
in to short-term tactics
 Facilitate objectives, because they are
prepared as a performance targets

16. Cont…
 Tend to be short-term, usually not
more than two years
 Prepared by middle level managers
who are responsible in directing
departments, divisions on order
similar sub-units of the organization

17. 3. Operational Planning
 Operational planning is the process t
hrough which managers design specific
activities and steps to accomplish objectives
 It is made at the operational level and
concerned with the day-to-day, week-to-
week activities of the organization
 First-level-managers are responsible for
accomplishing (preparing) the operational
planning
 Operational planning is narrow in scope and
short lived, usually a few months

18. Components of good work
planning
• Identifying the specific activities se
• activities time line
• prioritize risks
• Prepare Communication plan
• Create Procurement planning
• Contract the supplies
• Asset registered : current and fixed Asset
• Basic controls over funded /held into the
bank
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19. Decision-Making
Nature of decision making
 Decision making is the process of defining problems,
generating alternative solutions, choosing one
alternative, and implementing it
 It is a rational choice among alternatives
 It is enables administrators (managers) to solve social,
economic and political problem
 Decision making is universal: it is a part of all managers’
jobs
 All managers make decisions constantly while
performing the management functions

20. Decision making process
 Decision making process is a system of inputs,
processes and outputs
 Decision making involves several steps that
lead managers towards optimal solution
 Managers are required to solve organizational
problems

21. Decision making steps
1. Define the objective
 Well defined operational objectives would be
essential in detecting and identifying
problems to be solved by decision maker
2. Diagnose and define the problem
 Recording the kind and nature of the
problem that exists within an organization
is the most important and difficult in
decision-making process
 It is essential to examine problems
thoroughly, recognize symptoms and
identify causes

22. Cont.…
3. Identification of alternative course of
action
 Decision making situations are problem
situations that involve choice; at this point
managers need to look for, develop, and list
as many possible alternatives (choices)
which represent feasible courses of action
for dealing with the problem at head
4. Analyze the alternatives
 The purpose of this step is to decide on the
alternative merits of each of the alternatives
 The process involves screening alternatives,
examining the advantages of each course of
action, and analyzing each alternative

23. Cont.
5. Making choice (select the best
alternative or combination of best
alternative).
 After assessing decision maker must make a
decision that is optimal
 The optimal choice will be one that generates that
greatest the possible benefits with the fewest
negative consequences

24. Cont.…
6. Implement the solution
 The solution needs effective
implementation to yield the desired
results
A. Develop action plan
B. Consider the resource involved in
decision making
C. Assign specific responsibilities for
decision implementation
D. Anticipate problems that might occur
during decision implementation

25. Cont.…
7. Follow-up and evaluate the
decision
 Follow-up and evaluation (control) are
needed to guide actions toward desired
results
 The system should provide feedback on how
well the decision was implemented, what
the results are (positive or negative), and
what adjustments are necessary to get the
results that were wanted when the solution
was chosen

26. End
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