It is concerned with both ends, such as what is to be done, and means, how it is to be done (Robbins et al, 2009). .
Figure 1: Diagram of Planning Process.
As depicted in Figure 1 as shown above, it shows the planning process flowchart that has to be undertaken by management. Basically, the organization would have established their organization mission first which provides the purpose, values and directions that have to be undertaken by the company (Davidson et al, 2009). In Myers case, their established company mission was "My Store-My Myer " whose objective was to rekindle both inside and outside the company as well as setting the direction for the company to be more customer-centric in its operations. .
2.1 Goals of Planning.
The best organisations have a crystal-clear plan for what they want to achieve, and how they intend to achieve it. The plan is well understood by all who carry out its activities. Those activities, however widespread and complex they may be, are directed towards achieving the aims of the organisations and its owners (Pender, 2010). As shown in Figure 1 above, once the organisation's mission is established, this would lead to parallel streams of goals and plans to take place. .
Goals are the end result of planned activities, although often specified without time or quantification. Plans meanwhile comprises of two types, strategic and operational plans. Strategic plans are general plans outlining resource allocations, priorities and action steps necessary to achieve strategic goals (Davidson et al, 2009). Operational Plans specify the details of how the overall goals are to be achieved (Robbins et al, 2009). .
Referring to Figure 1, both goal and plans share an interdependent relationship. When the top management creates strategic goals, which are derived from the mission, leads to strategic planning. When strategic planning is combined with operational goals, this would lead to operational plans which would be used as inputs for future activities.