Contents.ppt

2007PrenticeHall Inc Allrightsreserved FoundationsofPlanning Chapter7 呛口小辣椒博客 2007PrenticeHall Inc Allrightsreserved 7 2 Contents 1 WhatIsPlanning 2 WhyDoManagersPlan 3 PlanningandPerformance4 HowDoManagersPlan 5 EstablishingGoalsandDevelopingPlans 6 ContemporaryIssuesinPlanning 2007PrenticeHall Inc Allrightsreserved 7 3 1 WhatIsPlanning Planning 規劃 Aprimarymanagerialactivity POLC thatinvolves Definingtheorganization sgoalsEstablishinganoverallstrategyforachievingthosegoalsDevelopingplansfororganizationalworkactivities 計畫 TypesofplanningInformal notwrittendown short termfocus specifictoanorganizationalunit Formal written specific andlong termfocus involvessharedgoalsfortheorganization 2007PrenticeHall Inc Allrightsreserved 7 4 2 WhyDoManagersPlan 未戰而廟算勝者 得勝多也 Properpriorplanningpreventspoorperformance Noplanvs micro management沒有一次成功的戰役是按照計畫進行的 紙上畫畫 PurposesofPlanningProvidesdirectionReducesuncertaintyMinimizeswasteandredundancySetsthestandardsforcontrolling 2007PrenticeHall Inc Allrightsreserved 7 5 3 PlanningandPerformance RelationshipBetweenPlanning PerformanceFormalplanningisassociatedwithPositivefinancialresults Thequalityofplanningandimplementationaffectsperformancemorethantheextentofplanning Theexternalenvironmentcanreducetheimpactofplanningonperformance 2007PrenticeHall Inc Allrightsreserved 7 6 4 HowDoManagersPlan ElementsofPlanningGoals Objectives Desiredoutcomesforindividuals groups orentireorganizationsProvidedirectionandevaluationperformancecriteriaPlansDocumentsthatoutlinehowgoalsaretobeaccomplishedDescribehowresourcesaretobeallocatedandestablishactivityschedules 2007PrenticeHall Inc Allrightsreserved 7 7 要浪漫的願景 也要務實的規劃 1 推測外界環境需求2 分析內部資源及能力3 積極主動訂定目標 採取綜效行動 消除差異e g IveryLee 2007PrenticeHall Inc Allrightsreserved 7 8 TypesofGoals FinancialGoalsArerelatedtotheexpectedinternalfinancialperformanceoftheorganization StrategicGoalsArerelatedtotheperformanceofthefirmrelativetofactorsinitsexternalenvironment e g competitors 2007PrenticeHall Inc Allrightsreserved 7 9 StatedGoalsversusRealGoals Broadly wordedofficialstatementsoftheorganization intendedforpublicconsumption thatmaybeirrelevanttoitsrealgoals whatactuallygoesonintheorganization e g FBC 三好一公道 燈塔理念 劉達智 2007PrenticeHall Inc Allrightsreserved 7 10 Exhibit7 2TypesofPlans 2007PrenticeHall Inc Allrightsreserved 7 11 TypesofPlans StrategicPlansEstablishtheorganization soverallgoals Seektopositiontheorganizationintermsofitsenvironment Coverextendedperiodsoftime OperationalPlansSpecifythedetailsofhowtheoverallgoalsaretobeachieved Covershorttimeperiod 2007PrenticeHall Inc Allrightsreserved 7 12 TypesofPlans cont d Long TermPlansPlanswithtimeframesextendingbeyondthreeyearsShort TermPlansPlanswithtimeframesononeyearorlessSpecificPlansPlansthatareclearlydefinedandleavenoroomforinterpretation e g CFP DirectionalPlansFlexibleplansthatsetoutgeneralguidelines providefocus yetallowdiscretioninimplementation 2007PrenticeHall Inc Allrightsreserved 7 13 Exhibit7 3SpecificVersusDirectionalPlans 2007PrenticeHall Inc Allrightsreserved 7 14 TypesofPlans cont d Single UsePlanAone timeplanspecificallydesignedtomeettheneedofauniquesituation StandingPlansOngoingplansthatprovideguidanceforactivitiesperformedrepeatedly 2007PrenticeHall Inc Allrightsreserved 7 15 5 EstablishingGoalsandDevelopingPlans TraditionalGoalSettingBroadgoalsaresetatthetopoftheorganization Goalsarethenbrokenintosubgoalsforeachorganizationallevel Assumesthattopmanagementknowsbestbecausetheycanseethe bigpicture e g bossism Goalsareintendedtodirect guide andconstrainfromabove 2007PrenticeHall Inc Allrightsreserved 7 16 Exhibit7 4TheDownsideofTraditionalGoalSetting 2007PrenticeHall Inc Allrightsreserved 7 17 EstablishingGoalsandDevelopingPlans cont d MaintainingtheHierarchyofGoalsMeans EndsChainTheintegratednetworkofgoalsthatresultsfromestablishingaclearly definedhierarchyoforganizationalgoals Achievementoflower levelgoalsisthemeansbywhichtoreachhigher levelgoals ends 南宮博士給小飛俠的信 2007PrenticeHall Inc Allrightsreserved 7 18 EstablishingGoalsandDevelopingPlans cont d ManagementByObjectives MBO Specificperformancegoalsarejointlydeterminedbyemployeesandmanagers Progresstowardaccomplishinggoalsisperiodicallyreviewed Rewardsareallocatedonthebasisofprogresstowardsthegoals KeyelementsofMBO Goalspecificity participativedecisionmaking anexplicitperformance evaluationperiod feedback 2007PrenticeHall Inc Allrightsreserved 7 19 Exhibit7 5StepsinaTypicalMBOProgram Theorganization soverallobjectivesandstrategiesareformulated e g synergy Majorobjectivesareallocatedamongdivisionalanddepartmentalunits Unitmanagerscollaborativelysetspecificobjectivesfortheirunitswiththeirmanagers Specificobjectivesarecollaborativelysetwithalldepartmentmembers Actionplans defininghowobjectivesaretobeachieved arespecifiedandagreeduponbymanagersandemployees Theactionplansareimplemented Progresstowardobjectivesisperiodicallyreviewed andfeedbackisprovided Successfulachievementofobjectivesisreinforcedbyperformance basedrewards 2007PrenticeHall Inc Allrightsreserved 7 20 DoesMBOWork ManagementBywhoseObjectives ManipulatingByObjectives ReasonforMBOSuccessTopmanagementcommitmentandinvolvement PotentialProblemswithMBOProgramsNotaseffectiveindynamicenvironmentsthatrequireconstantresettingofgoals Overemphasisonindividualaccomplishmentmaycreateproblemswithteamwork AllowingtheMBOprogramtobecomeanannualpaperworkshuffle 2007PrenticeHall Inc Allrightsreserved 7 21 Exhibit7 6CharacteristicsofWell DesignedGoals 1 Writtenintermsofoutcomes notactions2 Measurableandquantifiable3 Clearastotimeframee g WilliamLab 4 Challengingyetattainable5 Writtendown6 Communicatedtoallnecessaryorganizationalmembers 2007PrenticeHall Inc Allrightsreserved 7 22 討論 目標設定之原則 1 Smart Specific Measurable Achievable Result Oriented Timely2 Kiss Keepitsimpleandshort Keepitsimple stupid 2007PrenticeHall Inc Allrightsreserved 7 23 台北市交通白皮書承諾的施政成績 2007PrenticeHall Inc Allrightsreserved 7 24 錸德科技規劃1111願景 每個員工有1棟房子公司經營績效擠進國內前10大培養100個專業經理2005年時 年營收達1000億元目標e g 0941 2007PrenticeHall Inc Allrightsreserved 7 25 StepsinGoalSetting Reviewtheorganization smissionstatement Evaluateavailableresources Determinegoalsindividuallyorwithothers Writedownthegoalsandcommunicatethem Reviewresultsandwhethergoalsarebeingmet e g 1 承諾前可討論 承諾後使命必達 2 P F Drucker的三個導師 2007PrenticeHall Inc Allrightsreserved 7 26 DevelopingPlans ContingencyFactorsinAManager sPlanningManager slevelintheorganizationStrategicplansathigherlevelsOperationalplansatlowerlevelsDegreeofenvironmentaluncertaintyStableenvironment specificplansDynamicenvironment specificbutflexibleplansLengthoffuturecommitmentsCommitmentConcept 2007PrenticeHall Inc Allrightsreserved 7 27 Exhibit7 7PlanningintheHierarchyofOrganizations 2007PrenticeHall Inc Allrightsreserved 7 28 ApproachestoPlanning EstablishingaformalplanningdepartmentAgroupofplanningspecialistswhohelpmanagerswriteorganizationalplans Involvingorganizationalmembersintheprocess 2007PrenticeHall Inc Allrightsreserved 7 29 6 ContemporaryIssuesinPlanning CriticismsofPlanning 計畫趕不上變化Planningmaycreaterigidity Planscannotbedevelopedfordynamicenvironments e g 國泰vs 安泰 Formalplanscannotreplaceintuitionandcreativity Planningfocusesmanagers attentionontoday scompetitionnottomorrow ssurvival Formalplanningreinforcestoday ssuccess whichmayleadtotomorrow sfailure e