Planning is the starting point for restoring organisational effectiveness in a multinational organisation experiencing declining employee productivity, role ambiguity, and coordination failures across geographically dispersed teams. A systematic managerial action plan should begin with a detailed diagnosis of the existing problems through employee surveys, performance analysis, interviews, customer feedback, and operational audits. Management should identify the root causes of low productivity, overlapping responsibilities, communication gaps, cultural differences, technological limitations, and ineffective leadership. Once the problems are clearly identified, organisational objectives should be redefined using the SMART principle, ensuring that goals are Specific, Measurable, Achievable, Relevant, and Time-bound. Strategic planning should focus on improving productivity, strengthening coordination, clarifying responsibilities, and creating an integrated global work environment. Planning should involve both long-term strategic planning and short-term operational planning. The organisation should prepare detailed action plans for every department and geographical region while ensuring alignment with corporate objectives. Forecasting workforce requirements, technological needs, financial resources, and market changes enables the organisation to respond proactively rather than reactively. Contingency planning should also be developed to address uncertainties arising from political, economic, technological, or cultural factors affecting international operations. Management by Objectives (MBO), proposed by Peter Drucker, provides an effective framework for planning. Under this approach, managers and employees jointly establish measurable performance objectives, creating greater commitment and accountability. Individual goals should be linked directly to departmental and organisational objectives so that employees understand how their work contributes to overall organisational success. Regular performance reviews should be conducted to monitor progress and make necessary adjustments. Organising is the next critical management function. Organisational structure should be reviewed to eliminate role ambiguity and improve coordination among geographically dispersed teams. The organisation should clearly define authority, responsibility, accountability, and reporting relationships. Every employee should receive updated job descriptions that clearly specify duties, performance expectations, decision-making authority, and communication channels. Standard Operating Procedures (SOPs) should be developed and implemented consistently across all international offices while allowing flexibility to accommodate local conditions. A matrix organisational structure may be appropriate for multinational organisations because it facilitates coordination between functional departments and geographical divisions. Employees can simultaneously report to both functional managers and regional managers, enabling better sharing of