EFFECTIVE PLANNING AND ORGANIZATIONAL PRODUCTIVITY TABLE OF CONTENTS Title page Approval page Dedication Acknowledgement Table of contents Abstract Chapter One: Introduction 1.1. Background of the Study 1.2. Statement of the Problem 1.3. Research Questions 1.4. Objectives of the Study 1.5. Significance of the Study 1.6. Scope of the Study 1.7. Limitation of the Study 1.8. Methodology of the Study 1.8.1. Population of the Study 1.8.2. Sample Size and Sampling Technique 1.8.3. Methods of Data Collection 1.8.4. Methods of Presentation and Analysis 1.9. Definition of Terms Chapter Two: Literature Review 2.0 Introduction 2.1 Literature Review 2.2 Empirical Review Reference Chapter Three: Evolution of Area of Study 3.1. Historical Review Organization 3.2 Objectives of the Organization 3.3. Organizational Chart 3.4. Functions of Key Departments 3.5. Achievements and Challenges of the Organization Chapter Four: Data Presentation and Analysis 4.1. Introduction 4.2. Presentation and Analysis 4.3. Result of Findings 4.4 Relevance of Findings Chapter Five: Summary, Conclusion& Recommendations 5.1. Summary of Findings 5.2. Conclusion 5.3. Recommendation Appendixes Bibliography ABSTRACT This study was centered on the effective Planning and Organizational Productivity. This study was guided by the following objectives; To examine the relationship between effective corporate planning and organizational productivity; To determine the corporate planning strategies used by beverage sectors for effective organizational productivity; 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 Cement Company Lagos branch. The study majorly focuses on the relationship between effective corporate planning and beverage sectors organizational productivity. The study findings revealed that there is a significant relationship between effective corporate planning and beverage sectors organizational productivity; Based on the findings from the study, organizations should be vigorously involved in corporate planning as it helps in the development of the organization. CHAPTER ONE INTRODUCTION 1.1 Background of the Study In majority of organization in Nigeria, planning is the most important management tool for productivity and for organizations to perform well, resources must be well utilized and customers well served. To achieve such ends, all of an organization\u201fs 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 productivity, 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 productivity, 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\u2019s 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 organizational objectives 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 productivity. 1.2 Statement of the Problem Goetz (1949), Koontz and his colleagues assert that the 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 effective that 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 organization is 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\u2019s real objectives.Planning helps to offset the effects of uncertainty and change. However many organization pay little or no attention to planning. In some instance Planning is done without knowledge and accurate information on planning premise and principles.The resultant effect is a misdirection of the activities of the organization,improper use of resources and poor organizational productivity. Therefore the problem confronting this research is to profer an evaluation of the impact of effective planning on organizational productivity with a case study of Dangote Cement. 1.3 Research Questions What is the nature of planning What is the principle and process of effective planning What is the impact of planning on organizational productivity What is the impact of effective planning on the productivity of Dangote Cement. 1.4 Objectives of the Study To determine the nature of planning To determine the principles and process of effective planning To determine the impact of planning on organizational productivity To determine the impact of effective planning on the productivity of Dangote Group of Company PLC 1.5 Significance of the Study The research shall proffer effective principles and methods for planning. It shall also serve as a source of information for planners and managers.\ 1.6 Scope of the Study The research focuses on the evaluation of the need of planning on organizational productivity with a case study of Dangote Cement. 1.7 Limitation of the Study This study was limited to Dangote cement, while the focus of the study was on effective planning as it enhances productivity. 1.8 Methodology of the Study The descriptive research method was adopted for this study. In analyzing the data collected for the purpose of carrying out this research, the statistical tool known as the Pearson Product Moment Correlation (PPC) and the statistics were used. The use of sample percentage was also employed. Tables were used in presenting the data for the purpose of the simplicity and clarity. 1.8.1 Population of the Study Dangote Cement Company has strength of about 10,000 and they are made of 95% Nigerian and 5% expatriates who are either on contract bases or core staff. 1.8.2 Sample Size and Sampling Technique The target populations of the study are the senior and management staff of Dangote Cement Company in the Lagos head office. They include the managing directors, sales, Advert, production manager and all the Supervisor of various units. The target population is 162 representing 1.62% of the staff strength nationwide. Based on the target population, the researcher used a normal confidence level of 95% and error tolerance of 5%. Therefore the sample size was determined using Yamen formular. Sample size determination Where: n = sample size N = Population of workers (162) e = Margin of errors (5% or 0.05). I = Constraint value The result is presented thus, n = 115. 1.8.3 Methods of Data Collection The various instruments used in collecting data for this study include the following; a. Questionnaire b. Personal interview and Observation Questionnaire A total of 115 questionnaires were distributed to the staff of Dangote Group of Company. It comprises a total of 17 questions which is made up of multiple choice questions and dichotomous questions. 1. Multiple Choice Questions: This requires the respondents to choose from a set of alternative (options provided)some of the multiple choice question requires a choice of more than one alternative option. 2. Dichotomous Question: These are close ended questions that requires respondents to answer Yes or No. 3. Personal Interview: The interview conducted by the researcher on the staff of Dangote Group of Company gave the researcher quick response which provides a complementary data to the questionnaire. 4. Observation: Observation was made 011 the activities taxing place in the lead of Dangote Group of Company Lagos. 1.8.4 Methods of Presentation and Analysis Data analysis has been defined as those techniques used whereby the researcher extracts relevant information from the data which would enable a summary description of the subject studies to be made. In analyzing the data collected for the purpose of carrying out this research, the statistical tool known as the Pearson Product Moment Correlation (PPC) and the statistics were used. The use of sample percentage was also employed. Tables were used in presenting the data for the purpose of the simplicity and clarity. The Pearson Product Moment Correlation (PPC) technique can be expressed by the formula below: r = n\u00a3 X y - \u00a3 X y [n\u00a3x2 \u2013 (\u00a3x) 2] [n\u00a3y2 \u2013 (\u00a3y) 2] Where x = independent factor y = dependent factor Since the research instrument used was the questionnaire, it was designed using the five likescale method. The questionnaire was designed in the following ways: Strongly Agreed (SA) - 5 Agreed (A) - 4 Undecided (U) - 3 Disagreed (D) - 2 Strongly Disagreed (SD) - 1 1.9. Definition of Terms Planning (also called forethought) is the process of thinking about and organizing the activities required to achieve a desired goal. It involves the creation and maintenance of a plan, such as psychological aspects that require conceptual skills. There are even a couple of tests to measure someone\u2019s capability of planning well. As such, planning is a fundamental property of intelligent behavior. Planning is preparing a sequence of action steps to achieve some specific goal. If a person does it effectively, he can reduce much the necessary time and effort of achieving the goal. Corporate Planning: The term corporate planning denotes planning activities for the entire enterprise.The basic focus of corporate planning is to determine the long-term objectives of the organization as a whole Primary of planning 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 effective. Long-range planning -Involves identifying those activities to be performed over an extended period of time. Long range plan may extend for several decades. Long range planning is different from strategic planning, which is primarily concerned with how the organization will position itself among competing firms in a market. Long-range planning identifies the activities to be performed that will lead to the accomplishment of official goals. One important feature, a long-range plan is necessarily different from shorter planning horizons in a plan covering 20 years. Intermediate Planning- Identifies activities to be carried out over a period of five years at the middle levels of the organization. Intermediate planning is critical in most cases to the success. Intermediate planning is focused more on the activities that have to be carried out with a planning horizon that contains fewer uncertainties. Short-range Planning: Developing plans for implementation within a planning horizon of less than one year is often referred to as short-range planning. Short-range plans may specify activities to be carried out that will achieve certain production levels each week. While short-range plans are necessary for most organizations, they can have drawbacks. Often managers become so focused on short-range plans. Ultimately, this can lead to failure in the accomplishment of organizational goals.