ABSTRACT

 The study focused on the impact of planning on organizational performance (A study of Seven Up Bottling Nigeria limited Aba, Abia State). The specific objectives sought to to achieve in this study include, to investigate the relationship between planning and organizational performance in Seven Up Bottling Nigeria limited Aba, Abia State, to determine the challenges that affect planning in organizations, to ascertain to what extent planning facilitate proper coordination within an organization, and to determine how planning aids in reducing role ambiguity in an organization. A survey research design was adopted for the study. The study had a population size of 270, out of which a sample size of 161 was realized using Taro YYamanes 's formula at 5% error tolerance and 95% level of confidence. Instrument used for data collection was primarily questionnaire and interview. Out of 161 copies of the questionnaire that were distributed, 152 copies were returned while 9 were not returned. The hypotheses were tested using Pearson correlation and the data analyzed using descriptive statistical tools. The findings indicate that there is a significant relationship between planning and organizational performance (Pearson product-moment correlation coefficient (r) is 0.873; p =0.00 < 0.05). The study further reveals that crisis management and lack of direction are the challenges that affect planning in an organization (Pearson moment correlation coefficient (r) = 0.65; p =0.00 <0.05). The study also showed that planning to a high extent facilitate proper coordination within an organization (Pearson moment correlation coefficient = 0. 712: p=0. 00 < 0.05). finally, ii indicated that planning aids in reducing role ambiguity in an organization (Pearson moment correlation coefficient = 0.822; p=0.00 < 0. 05). The study recommended that managers should not fail to plan if they want to enhance their performance and render quality goods and services to their customers. Again, top management must participate fully in the formulation of the corporate/strategic and long-range plans of the organizations and should not delegate ii to their subordinates.