Planning is the first function of any successful management. It is the tool that all other managerial functions depends on. It is a continuous process that aims to specify the goals, objectives, strategies, mission, and vision of any organization. Depending on the type of objectives and time frame . planning is divided into three main types; strategic, tactical, and operational.

1. Business planning Iyad S. Attari 2009

2. Introduction Planning is the first function of any successful management. It is the tool that all other managerial functions depends on. It is a continuous process that aims to specify the goals, objectives, strategies, mission, and vision of any organization.

3. Introduction Depending on the type of objectives and time frame . planning is divided into three main types; strategic, tactical, and operational.

4. Planning Concept and Principles

5. Planning Principles Good planning requires a methodical process that clearly defines the steps that lead to optimal solutions.

6. Planning Principles This process should reflect the following principles: Comprehensive : all significant options and impacts are considered. Efficient : the process should not waste time or money. Inclusive : people affected by the plan have opportunities to be involved.

7. Planning Principles Informative : results are understood by stakeholders (people affected by a decision). Integrated : individual, short-term decisions should support strategic, long-term goals. Logical : each step leads to the next. Transparent : everybody involved understands how the process operates.

8. Planning Principles A principle of good planning is that individual, short-term decisions should support strategic, long-term goals. This requires comprehensive evaluation and negotiation to help people accept solutions that may seem difficult and costly in the short-term.

9. Planning Principles Good planning is understanding, comprehensive and strategic. A planning process should not be limited to the first solution planned or the concerns of people who attend meetings.

10. ExamplePlanning Principles

12. Too many vehicles.

13. Inefficient management of available spaces.Each implying different solutions

15. Who currently uses the most convenient spaces?

16. Who encounters this problem, when and where?

18. What management strategies could help address this problem?

19. Who bears the costs and benefits from potential solutions?

21. Planning Concepts A planning framework defines the basic planning process structure. This typically includes the following components:

23. Vision : A general description of the desired result of the planning process.

25. Objectives : Specific ways to achieve goals.

26. Scope : The range (area, people, time, activities, etc.) to be included in a process.

28. Plans : A scheme or set of actions. This may be a strategic (general and broad) or an action (specific and narrow) plan.

29. Programs : A specific set of objectives, responsibilities and tasks within an organization.

32. Types of Planning

33. Types of Planning Three types: Strategic Planning Tactical Planning Operational Planning

35. Is a course of action to achieve long-range goals.

37. Course of actions to achieve short-term goals, generally within a year or less.

38. Tactical plans represent the short-term efforts to achieve the strategic, longer-term goals.

40. Operational planning is short term planning.

42. Environmental Analysis (S.W.O.T.) Tactical Plans Operational plans, budgets Master Strategies Vision, mission, strategies,goals, objectives Monitor Performance Implementation Adjust

43. The art & science of formulating, developing, implementing and evaluating cross-functional decisions that enable an organization to achieve its objectives A complete look at how to position the organization for the future 29 Strategic Planning

44. Matrixorganisation CEO Technical Sales INS Eclm HDS SIF PMC OPD Sub NW Core Q.A. Fin. H.R. MKT Support ICT R&D

46. Gathers internal and external information.

47. Develops alternative strategies

48. Selects appropriate strategies

49. Implements a plan

50. Evaluates and revises the plan as needed31 Strategic Planning Process

52. What the company do?

53. Who the company’s customers are? 32

55. Vision is a long term view.33

57. Describing why it exists and what it does to achieve its Vision

58. A corporate Mission can last for many years, or for the life of the organization.34

60. They are usually long-term and represent global visions.

61. such as “protect public health and safety.”35

63. Unlike goals, objectives are specific, measurable, and have a defined completion date.

64. They are more specific and outline the “who, what, when, where, and how” of reaching the goals.36

65. Example NatHealth Vision, Mission, & Values

66. الرؤيا التوسع وتحقيق الإعتراف الإقليمي والعالمي كمزود رئيسي لخدمات التأمين الصحي ولإدارة المطالبات الإلكترونية، وذلك بإستخدام تقنية البطاقة الذكية

67. الرسالة تقديم خدمة متميزة للزبائن من شركات التأمين ، الصناديق ذاتية التأمين والمؤسسات الحكومية بهدف حماية الموجودات ومساعدتهم على توسعة مجالات عملهم وتحقيق تكاليف متدنية للمطالبات ، مع ضمان رفع مستويات الخدمة الطبية للمستخدم النهائي حسب السياسات التعاقدية المتفق عليها

68. قيم نات هيلث النزاهة والإستقامة الإلتزام والمصداقية الإفصاح والشفافية الدقة والإنضباط المحافظة على الممتلكات عدم تضارب المصالح اللطف والكياسة التعامل بمهنية ومسؤولية مع الجميع 10- النظافة والترتيب والمحافظة على البيئة الصحية حماية الملكية الفكرية وأسرار المؤسسة (نـاتهيلـث )

70. Placeholder for your own sub headline Strengths Weaknesses Internal analysis External analysis SWOT Threats Opportunities ! SWOT Analysis

72. What do you do that is unique in the “marketplace?”

73. What do your customers/ clients/ patrons ask for you to do over and over again?

74. What do you have the right tools/ resources to accomplish?

75. What do you not feel as comfortable doing?

76. What needed resources, staff, or skills do you lack?

77. Are there new situations coming down the road that you can take advantage of (new programs being offered, new faculty joining the department, new tools available to you)?

78. Are there gaps in the “market” that you can fill?

79. Are there partnerships that might be fruitful?

80. Who is your competition and what do they offer that you can’t do as well or at all?

81. Are there “environmental” changes or situations that could cause problems for you and your programs?

82. What other roadblocks are being thrown in your path?O P P O R T U N I T I E S T H R E A T S SWOT Analysis

84. Allocate resources

86. Measure performance

87. Take corrective actionHave significant differences occurred? Yes No Activity two: Measure performance Have significant differences occurred? Yes No Continue present course Framework to Evaluate Strategies February 6, 2010 45

89. Create communication & collaboration.

90. Identify internal needs & emerging issues.46

93. Accounts payable47 Finance and Accounting

94. 48 Assets, Liabilities & Equity

95. Accounts Payable & Accounts Receivable Accounts Payable Accounts Receivable The money a company owes to its vender & suppliers (liability accounts) The money a company’s customers Owe the company (assets accounts) 49

97. Only records transactions measured in money.

98. Profit increase equity

100. 52 Gross Profit Margin Measures the difference between what its costs to produce a product selling price

101. Product Promotion Place Key Elements 4 Ps Price Marketing and Sales Sales: Sell the organization's product to the marketplace Marketing The process of planning, pricing, promoting & distributing goods/services to satisfy organizational objectives What the organization sells to make profit Who the product/service will be made available for purchase by customers Techniques for communicating information about product/service to customers A key decision in marketing plan. (large share of the market/ lowest price) 53

102. Capacity Standards Control Key concepts Scheduling Inventory Operations The Central Focus To provide goods and services to customers Primary responsibility Productivity, quality, cost, delivery & performance Affected by supply chain management 54

104. Airline reservation systems

105. Operational systems focus on reducing costs or improving productivity.

106. Remote access systems that allow telecommuting55

107. 56 Employees

109. Whether they choose to remain

114. Basic employee policy

115. Change & expansion

120. 60 Patterns of Organizations Change

121. Scanning The External Environment

122. Environmental Scanning Is a process that systematically surveys & interprets relevant data to identify external opportunities and threats Now In the future

123. External EnvironmentFactors

124. Demographic Factors

125. Demographic Factors Age Nontraditional labor force Gender Unskilled labor Generational differences Ethnicity Geographic shifts in populations

126. Demographic Factors (cont.)Age

127. Demographic Factors (cont.)Age Baby boomers 2004 78 million baby boomers Educated Trained Loyal Dependable Start to be 60 in 2006 Born between 1946 and 1964 44%

128. Demographic Factors (cont.)Gender 47% of 2004 workforce 56% of student in college campuses Family constrain Inflexible working conditions Occupational barriers Gender stereotyping

129. Demographic Factors (cont.)Generational differences Millennium Born between 1965 and 1980 Born after 1980

130. Demographic Factors (cont.)Geographic shifts in populations Urban centers The suburbs

131. Demographic Factors (cont.)Ethnicity Avoid discrimination & harassment Increase inclusion & engagement Hispanic The largest minority group in US Hawaii Minorities made up the majority of the population

132. Demographic Factors (cont.)Unskilled labor Skilled workers Higher education Training Off shoring

133. Demographic Factors (cont.)Nontraditional labor force Find enabling technology Create enabling environment

134. Economic Factors GDP CPI Interest rates Economic Factors Disposable income Inflation Total value of goods and services produced in a country in a given year Gross Domestic Product Good economy Wage increases No wage increases Downsizing Measure the average change over time in the prices paid by the consumer for goods & services Unemployment Less investment Employment Investment Consumer Price Index The amount of money the consumer have to spend after taxes paid When supply of money is in excess of the amount of goods and services Salary compression Increase in starting salary

135. Other Factors

136. Risk Management Prepared by Iyad Al-Attari 2007

137. First: Introduction to Risk :

138. What is Risk ? A - Any obstacles to reach the Goal . B - Any obstacle to reach profit for the business. C - Risk is connected with bad results in the future.

139. So Risk aspects * Bad results occurrence. * Future Events. * Probabilities. We Describe Risk : The Uncertainty of the future ,as the probability of bad result of any future events.

140. Example :

142. To measure the inflation= The Average of all goods and services. ( The important prices and non important prices taking together .

143. So the simple average not considered to measure inflation and replaced by the Weighted Average .

144. Weighted Average (price level) = (p1 * w1) + (p2 * w2)+…………(pn * wn) = Points.

146. Political Risk :

147. Political Risk : The probability of loss from actions of governments. Political system in the country . Changes in public opinion ,government policy , tax laws, regulations on exportations, foreign influence, & War.

149. For example the Jordanian currency drop in year 1989 against the us dollar.

150. Foreign currency risk : Hard currencies ( US Dollar, Euro , Pound , Yen )

151. Other currencies called the Soft currencies.

152. What effect the currency price : a) GNP b) Inflation c) The increase in the interest rate on the currency effect to increase the demand on it .

154. Greater the longer the maturity of the asset.

155. The value of bonds decline when the interest rates increase .

158. Type of credit risk :( Default risk , interest rate changes ).

159. Credit Policy : Credit period. ( 2/10 , net 30 ) Discounts given for early payments. ( 2/10 , net 30 ) Credit Standards. ( financial strength can accept credit customers, but this cause bad debts). Collection Policy. ( speed up collections but it might also anger customers).

161. The Competition is the risk but not the monopoly .

162. Prices correlated to some degree with broad swing in the economy caused by recession , inflation high interest rates ,etc.

164. Depends on factors such as: 1) Demand Variables. 2) Sales Price Variables. 3) Input Price Variables. 4) Amount Of Operating Leverage.

166. Which is the risk to the shareholders from the use of financial leverage.

167. Called the liquidity risk for the short term period but when it became a chronic or long term we call it Bankruptcy.

169. Labor unions.

170. Unskilled labor.

172. mismanagement.

175. Volcano.

176. Flood.

177. Fires.

178. Accident

181. Portfolio risk is attributable to the poor balance of risks within the portfolio.

183. Market risk. ( Competition from other co. from the same country ).

185. Market risk. ( Competition from other co. from the other country ).

186. Inflation risk. ( International relations between 2 co. such as Mercedes international effect Mercedes in Jordan strongly ).Economy Market firm

190. Question: Do the risk avoider accept the same level of return as will as the risk lover ? Answer :No , The higher the risk the higher the return. Or higher return the higher the risk.

224. key performance indicator (KPI)

226. Commonly used to help an organization define and evaluate how successful it is.

227. Typically in terms of making progress towards its long-term organizational goals.

228. Measure activities such as the benefits of leadership development, engagement, service, and satisfaction.

230. Measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy.

233. The Learning & Growth Perspective

234. The Business Process Perspective

235. The Customer Perspective

237. key performance indicator (KPI)

238. Thank You Iyad Attari