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“Organizational Management and Leadership” defines planning as “the development of goals, which leads to the development of an overall strategy for achieving those goals. Planning can be performed at all levels of an organization. Supervisors are planning when a weekly work schedule is put together for hourly staff. Top executives are planning when they define the mission statement of the company and determine how the organization can maintain its competitive advantage.”

Planning consists of competitive moves and business approaches developed to attract, please customers, conduct operations, grow the business, gain competitive advantage, and achieve performance objectives (Huidan, 2011). There are three steps to planning. A manager must be able to decide what goals to pursue, the best strategy to achieve those goals, and how to use their available resources to achieve those goals as efficient as possible (Bethel University,

Step four in management planning is the selecting of goals believed to be most appropriate and feasible by the managers. Step five implements the goals and plans into action by managers. Goal achievement is likely to be linked to the organization’s reward system to encourage employees to achieve the goals and implement plans properly (Thomas S. Bateman, Scott A. Snell, 2009). Step six is essential in making sure goals and plans are met. If the goals and plans are not monitored and controlled managers would not know if they were ever met successfully.

The planning process begins with a situation analysis of the external and internal forces affecting the organization.  This examination helps identify and diagnose issues and problems and may bring to the surface alternative goals and plans for the firm.  Next, the advantages and disadvantages of these goals and plans should be evaluated against one another.  Once a set of goals and a plan have been selected, implementation involves communicating the plan to employees, allocating resources, and making certain that other systems such as rewards and budgets are supporting the plan.  Finally, planning requires instituting control systems to monitor progress toward the goals.

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Consequently, without a plan proper goals will not be realized and may alter the direction of the individual, the department and ultimately the organization unless it is reevaluated. Once plans are established, another key element of organizing is necessary to prioritize the goals and evaluate the means of obtaining the goals by aligning the proper tasks, people and the resources (Kinicki & Williams K., 2016). The control element becomes functional after planning and organizing have been completed (Anderson & Pulich, December 2002). The controlling component is valuable because it provides the sum of the other variables, planning and organizing. Furthermore, it places a visual marker on the goals target. This data provides the knowledge that is need in

Faculty of Production and Operations and Finance, Department of Management Studies, National Institute of Technology, Tiruchirappalli, India, and

Master in Business Administration, IPADE Business School, 1996 BSc in Industrial Engineering, Universidad Panamericana, 1994

To reach goals planning and control are key concepts. Planning is setting goals and determining how to meet them. The managers of an organization do strategic planning. They consider long term goals of the company. For each divisions and departments their own plans set by middle managers or supervisors. Setting objective is the next step to achieve planed goals. Objectives can be accomplished as a whole or part of the organization. Objectives can be categorize in to various types. Strategic objectives, operational objectives and personal objectives. The effective objectives have following characters. 1. Written 2. Measurable or observable 3. Clear 4. Specific 5. Challenging but achievable.

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