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• front-line employees – are often involved in the planning process.
• Interim objectives – measure progress toward the goals are then identified, and responsibilities and timelines for each objective are assigned.
• Henri Fayol - French industrialist & First to develop a theory on general management
• Division of Work - work activities must be divided among employees in a logical manner
• Division of Work - Specialized jobs are assigned to various departments and/or positions.
• Authority and Responsibility - Those who are given authority over some functions should also be held responsible for these functions.
• Authority and Responsibility - Employees should have authority for ensuring the performance and completion of tasks assigned to them.
• Span of Control - refers to the limitation on the number of subordinates that a manager can effectively administer and control. Lower-level Manager ▪ 8-20 employees o Upper-level Manager ▪ 4-8 employees
• Unity of Command - every worker needs to be supervised by one and only one direct supervisor.
• Unity of Command - An employee must report to a single direct supervisor with whom he or she is responsible.
• By-passing - A rule that states that a supervisor should avoid giving orders directly to the subordinates of his or her subordinate
• Unity of Direction - Every employee must understand and be willing to work for and toward the business's goals.
• Unity of Direction - Group activities should have one boss and one plan with the same objective.
• Subordination of Individual Interest to General Interest - The interest of one individual or group of individuals should not outweigh the interests of the business.
• Remuneration - based on "equal pay for equal work."
• Remuneration - There should be a fair method of payment that affords the maximum possible satisfaction to both the employees and the employer.
• Centralization - ensures that major policies and decisions are made only by the top management.
• Centralization - refers to the extent to which authority is concentrated.
• Scalar Chain - The scope of the limitations of authority must be acknowledged both on paper and in the mindset and actions of the employees.
• Scalar Chain - ultimate authority lies at the top and communication flows downward.
• Order - ensures that employees are assigned and resources are allocated properly in the organization.
• Equity - involves the fair and kind treatment of employees.
• Stability of Tenure - can be applied through probationary appointment.
• Stability of Tenure - Employees should be given enough time and opportunities to prove their worth to the company.
• Stability of Tenure - Unnecessary labor turnover can be the cause and effect of bad management.
• Simplicity - Unnecessary elements that could complicate plans and/or activities should be eliminated from all activities as well as from the processes and procedures established for carrying them out.
• Espirit de Corps - emphasizes the need for teamwork and the importance of communication and cooperation in achieving the goals of the team.
• Espirit de Corps - explains that "in union there is strength.
• Strategic Planning o Purpose: ▪ ensures the effectivity and efficiency of an organization ▪ addresses the organization’s course of action, what kind of business it is in ▪ provides framework for more detailed plans and day-to-day decisions
• Strategic Planning: ▪ ensures the effectivity and efficiency of an organization ▪ addresses the organization’s course of action, what kind of business it is in ▪ provides framework for more detailed plans and day-to-day decisions
• Operational Planning o Purpose: ▪ ensures that the organization is prepared to effectively perform and accomplish its tasks and objectives to strategize to achieve its goals
• Business Planning: ▪ Determines the profitability of specific business or program ▪ Used in deciding on whether to invest or move forward with a program
• Resource Planning: ▪ Guarantees the availability of resources needed to carry out its strategies to achieve the organization’s goals
• Organizational Planning o Purpose: ▪ Ascertains the coordination and orderly arrangement of an organization in order to face any challenges in the future
• Contingency Planning o Purpose: ▪ Provides fallback for the organization in case the original plan fails or in case of unforeseen events ▪ Can occur for anticipated situations such as business-related crises (labor strikes), natural disasters, and changes in management
• Why Managers Fail in Planning

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• Barriers and Limitations to Planning

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• Strategic Planning - is the process of identifying and determining the organization's goals, policies, and programs.
• Strategic Planning - is necessary to achieve specific objectives enroute to those goals, and to establish methods to ensure that the policies and strategic programs are implemented
• Vision - Is the pharmacy’s desired goal – how it perceives itself to be in the future