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Muhammad Adib Zahier B. Zainudin 2019488546
Abdul Azim B. Ruslan 2019415286
Abid bin Tumirin 2019423222
Amirul aiman bin kamaruzzaman   2019257232

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1.Communication Barriers to Effective Planning

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1.Communication Barriers to Effective Planning

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When communication within or between groups breaks down or doesn't exist, planning becomes ineffective. Business plans need to clearly outline the current situation and goals and objectives along with prioritized strategies and tactics in a way that everyone involved can understand. Without clear communication, planning leads to replication of effort and people working at cross purposes when they should be working together.

Poor communication may be caused by undeveloped skills, rivalries, misunderstanding of the planning process or excessive complexity within the planning group structure.

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When communication within or between groups breaks down or doesn't exist, planning becomes ineffective. Business plans need to clearly outline the current situation and goals and objectives along with prioritized strategies and tactics in a way that everyone involved can understand. Without clear communication, planning leads to replication of effort and people working at cross purposes when they should be working together.

Poor communication may be caused by undeveloped skills, rivalries, misunderstanding of the planning process or excessive complexity within the planning group structure.

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The difficulties of the planning process are not always the result of accident or incompetence. Most people who are going to be affected by change don't like the idea and resist it. Resistance to planning for change within organizations can take the form of malingering, undermining of morale or straightforward opposition. Contingency plans to accommodate resistance should be included in any comprehensive planning process.

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The difficulties of the planning process are not always the result of accident or incompetence. Most people who are going to be affected by change don't like the idea and resist it. Resistance to planning for change within organizations can take the form of malingering, undermining of morale or straightforward opposition. Contingency plans to accommodate resistance should be included in any comprehensive planning process.

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3.Insufficient or Poorly Allocated Resources

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3.Insufficient or Poorly Allocated Resources

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If plans become excessively ambitious, they can sometimes be stymied by a simple lack of resources on the part of a company or organization. This is particularly true if planning involves physical plant renovation or expansion. Grand plans are much less expensive to create on paper than in bricks and mortar, and planners can easily lose track of the eventual cost of their plans.

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If plans become excessively ambitious, they can sometimes be stymied by a simple lack of resources on the part of a company or organization. This is particularly true if planning involves physical plant renovation or expansion. Grand plans are much less expensive to create on paper than in bricks and mortar, and planners can easily lose track of the eventual cost of their plans.

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4. Inertia Barriers to the Planning Process

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4. Inertia Barriers to the Planning Process

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Inertia is most frequently a problem for large and long-established organizations. Inertia can be created by a combination of archaic infrastructure, calcified modes of thinking, oversize bureaucracy and fear of change. Forward thinking elements within an organization that want to engage in creative planning may have to spend a lot of time and energy overcoming the inertia of things that have gone before.

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Inertia is most frequently a problem for large and long-established organizations. Inertia can be created by a combination of archaic infrastructure, calcified modes of thinking, oversize bureaucracy and fear of change. Forward thinking elements within an organization that want to engage in creative planning may have to spend a lot of time and energy overcoming the inertia of things that have gone before.

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Without an honest analysis of the current situation bereft of emotions, planning cannot be effective. If you don't know where you are, you cannot plot a map or plan to take you where you want to go. All effective plans start with an honest review of the project or company's specific situation, its competition and a market analysis of its customer demographics. A forecasting analysis can also help make a reasonable plan that can be carried out.

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Without an honest analysis of the current situation bereft of emotions, planning cannot be effective. If you don't know where you are, you cannot plot a map or plan to take you where you want to go. All effective plans start with an honest review of the project or company's specific situation, its competition and a market analysis of its customer demographics. A forecasting analysis can also help make a reasonable plan that can be carried out.

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The human mind tends to base its thoughts, activities and expectations on what has happened in the past. Often, this is a valuable trait, but in a planning process it can become a liability. If planning requires the development of new ways of doing things, an inability to overcome the past on the part of the planners can become a liability that obstructs innovative thought. Albert Einstein said that people cannot solve their problems with the same thinking that created them.

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The human mind tends to base its thoughts, activities and expectations on what has happened in the past. Often, this is a valuable trait, but in a planning process it can become a liability. If planning requires the development of new ways of doing things, an inability to overcome the past on the part of the planners can become a liability that obstructs innovative thought. Albert Einstein said that people cannot solve their problems with the same thinking that created them.

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Being a leader is about more than a title following your name. It requires developing a strategy and then expressing the vision in a clear way, so the entire team understands the goal. When a vision is clearly laid out, business leaders must inspire team members to join the program for the new vision and implement new strategies.

Even when leaders do all this well, they still need to be constant motivators, project managers and evaluators of the strategy's implementation. Without motivation, new strategies fall behind as workers return to their habitual ways of doing things.

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Too many distractions present a significant barrier to effective planning. It could be that a leader is trying to implement too many things at once, and the team is confused about the priorities. Another way that a distraction prevents effective planning implementation occurs when a leader attempts to roll out a new program during a peak business season.

Your team can't focus on new strategies and processes if they are working overtime taking care of clients. As the leader, understand that timing the implementation of new strategy carefully is as important as the strategy itself.

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Barriers to effective natural resource planning in a" messy" world
https://www.tandfonline.com/doi/abs/10.1080/08941920309151

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Six Barriers to Effective Planning
by Kimberlee Leonard; Reviewed by Michelle Seidel, B.Sc., LL.B., MBA; Updated March 06, 2019

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Six Barriers to Effective Planning
by Kimberlee Leonard; Reviewed by Michelle Seidel, B.Sc., LL.B., MBA; Updated March 06, 2019

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Benjamin Franklin said that if you fail to plan, you plan to fail. This axiom still holds true when taking on a new project or developing a business plan for the future. Effective planning requires a thorough understanding of current conditions and future goals. One major barrier to effective planning begins with a personal or corporate attitude that fears change.

When communication within or between groups breaks down or doesn't exist, planning becomes ineffective. Business plans need to clearly outline the current situation and goals and objectives along with prioritized strategies and tactics in a way that everyone involved can understand. Without clear communication, planning leads to replication of effort and people working at cross purposes when they should be working together.

Poor communication may be caused by undeveloped skills, rivalries, misunderstanding of the planning process or excessive complexity within the planning group structure.

The difficulties of the planning process are not always the result of accident or incompetence. Most people who are going to be affected by change don't like the idea and resist it. Resistance to planning for change within organizations can take the form of malingering, undermining of morale or straightforward opposition. Contingency plans to accommodate resistance should be included in any comprehensive planning process.

If plans become excessively ambitious, they can sometimes be stymied by a simple lack of resources on the part of a company or organization. This is particularly true if planning involves physical plant renovation or expansion. Grand plans are much less expensive to create on paper than in bricks and mortar, and planners can easily lose track of the eventual cost of their plans.

Without an honest analysis of the current situation bereft of emotions, planning cannot be effective. If you don't know where you are, you cannot plot a map or plan to take you where you want to go. All effective plans start with an honest review of the project or company's specific situation, its competition and a market analysis of its customer demographics. A forecasting analysis can also help make a reasonable plan that can be carried out.

The human mind tends to base its thoughts, activities and expectations on what has happened in the past. Often, this is a valuable trait, but in a planning process it can become a liability. If planning requires the development of new ways of doing things, an inability to overcome the past on the part of the planners can become a liability that obstructs innovative thought. Albert Einstein said that people cannot solve their problems with the same thinking that created them.

Inertia is most frequently a problem for large and long-established organizations. Inertia can be created by a combination of archaic infrastructure, calcified modes of thinking, oversize bureaucracy and fear of change. Forward thinking elements within an organization that want to engage in creative planning may have to spend a lot of time and energy overcoming the inertia of things that have gone before.

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Although most planning decisions are made at a senior level, it's important to understand how barriers lower down the corporate structure can impact the decision-making process. Barriers to effective planning include communication barriers, resistance to change, insufficient resources and inertia.