AN EVALUATION OF THE NATURE AND IMPACT OF PLANNING ON ORGANISATIONAL PERFORMANCE
A CASE STUDY OF DANGOTE GROUP OF COMPANY
TABLE OF CONTENT
- BACKGROUND TO THE STUDY
1.2 STATEMENT OF THE PROBLEM
1.3 OBJECTIVES OF THE STUDY
1.4 RESEARCH QUESTIONS
1.5 RESEARCH HYPOTHESIS
1.6 SIGNIFICANCE OF THE STUDY
1.7 SCOPE AND LIMITATION OF THE STUDY
1.8 DEFINITION OF TERMS
2.1 MEANING OF CORPORATE PLANNING
2.2CORE AREAS OF COPORATE PLANNING
2.3APPROACHES TO CORPORATE PLANNING
2.4CORPORATE PLANNING AND STRATEGIC MANAGEMENT
2.5OBJECTIVES OF CORPORATE PLANNING
2.5STEPS IN LONG RANGE OR CORPORATE PLANNING
2.6BENEFITS OF CORPORATE PLANNING AND ORGANIZATIONAL GROWTH
3.1 RESEARCH DESIGN
3.2 AREA OF STUDY
3.3 POPULATION OF THE STUDY
3.4 SAMPLE SIZE TECHNIQUE
3.5 DATA COLLECTION METHOD
3.6 VALIDITY AND RELIABILITY OF THE RESEARCH INSTRUMENT
3.7 METHOD OF DATA ANALYSIS
3.8 SCORING OF THE RESEARCH INSTRUMENT
3.9 DECISION RULE
ANALYSIS OF DATA AND PRESENTATION OF RESULTS
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION
5.1 SUMMARY OF FINDING
This study was centered on the nature and impact of planning on organizational performance. This study was guided by the following objectives; To examine the relationship between corporate planning and organizational performance; To determine the corporate planning strategies used by beverage sectors for effective organizational growth; To ascertain whether corporate planning will improve the growth of an organization. The study employed the descriptive and explanatory design; questionnaires in addition to library research were applied in order to collect data. Primary and secondary data sources were used and data was analyzed using the correlation statistical tool at 5% level of significance which was presented in frequency tables and percentage. The respondents under the study were 115 employees of Dangote Group of Company Lagos branch. The study majorly focuses on the relationship between corporate planning and beverage sectors organizational growth.
The study findings revealed that there is a significant relationship between corporate planning and beverage sectors organizational growth; Based on the findings from the study, organizations should be vigorously involved in corporate planning as it helps in the development of the organization.
- BACKGROUND OF THE STUDY
In majority of organization in Nigeria, planning is the most important management tool for performance and for organizations to perform well, resources must be well utilized and customers well served. To achieve such ends, all of an organization‟s human and materials resources must be well utilized in the right way and the right time to create high quality products at minimal cost.
Formally defined, productivity is a summary measure of the quantity and quality of work performance, with resources utilization taken into account. It can be measured at the individual, group, or organizations level, Productivity may be expressed as success into dimensions of organizations performance, effectiveness and
efficiency.Organization has been collective in order to achieve group or individual objectives. They serve as the means by which goods and services are provided beyond the boundaries of an individual or small group’s capacity of self-sufficiency. Such provision, also acknowledged, may be made for profit through some other more controlled framework of commercial or social provision (Dawson 1996).However, Planning on the other hand, is regarded as the most basic of all the management functions. It involves the selecting from among alternative future course of action for the organization as a whole and every department or section within it. Furthermore, it requires selecting organizationalobjectives and departmental goals, determines and provides a rational approach to pre-selected objectives. It strongly implies managerial innovation and the ability to create something (koontz 1980). The problem which underscores the need to undertake this study is aptly described by Koontz et al (1980) with all the interest in planning and all the sense of urgency brought about by modern super competition,
is the danger that planning can become merely a costly fad, not very useful and even disillusioning. The implication of the above assertion is that not all organization that plan eventually reaps the desired benefits. Schermerhorn (1986) adds that most planning failures arise from their inability of managers to truly understand
the planning and to implement it well.Problems have been identified in the planning process. For instance, insetting objectives, organizations find it difficult to involve employees, shareholders, customers etc. closely related to this is the issue associated with the likely environment different variables and events.
The research therefore seek to profer an evaluation of the impact of planning on organizational performance..
- STATEMENT OF THE PROBLEM
Goetz (1949), Koontz and his colleagues assert thatthe purpose of every plan and all derivative plan is to facilitate the accomplishment of enterprise purpose and objectives.It is argued that since managerial operations is organizing, staffing, treating and controlling are designed to support the accomplishment of enterprise objectives, then planning should logically precede the execution of all other managerial functions. Although all the managerial functions are interlinked in
practice as a system of action, planning is unique, in that it establishes the objective
necessary for all group effort. Besides, it is argued that plans must be made to accomplish these objectives before the manager knows what kind of organization relationships and personal qualifications are needed, along which course subordinates are to be directed and led, what control is to be applied. Most important, all the other managerial functions must be planned if they are to be effectivethat a plan is efficient when it contributes to purpose and objectives as offset by the cost and other unsought consequences required to formulate and operate such plans. As such a plan too high attracts unnecessarily high costs.Also, even though the concepts of efficiency implies the normal ratio of input to output in terms of money, labor hours or units of production to include such values as individual and group satisfaction. In all, it can be concluded that if managers do not plan to some degree, they would have no idea of whether or not the organizationis accomplishing its purpose. Dixon (1970) provides four reasons why planning is important for good management. They are as follows:Planning aids the process of control, because mangers have a benchmark against which they can measure the actual results achieved.Planning helps to make the operations of organization more economical.Planning focuses attention on the organization’s real objectives.Planning helps to offset the effects of uncertainty and change.