《管理学教学资料》cha

Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,71,FoundationsofPlanning,Chapter7,ManagementStephenP.RobbinsMaryCoulter,tenthedition,Goalisthestartingpointofmanagement,Toestablishaclearandpropergoalisthepreconditionforscientificmanagementandthefoundationofallwork,Importanceofgoal,Goal-thecriteriafordecisionmaking,Goodgoalscanmotivateemployees,Goalattainmentisthestandardformeasuringwork,Goaltheguidanceforactionofallwork,LifepathofHarvardElites,Conclusion：goalsimposegreatinfluenceupononeslife,Featuresoforganizationalgoals,1)difference2)diversity3)hierarchy4)timeframe,1.1Whynotplanning？,NotimetoplanPlanningisuselessNotknowhowtomakeaplanPlanwillbecomearestrainWhatisplannedcannotbefinishedThesituationischangingtoofastfortheplantofollow,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,75,1.2Whyplan?,directionassembleresourcesObjectivesactionguidelinesPathwayreduceuncertaintyMethodsimproveefficiencyResponsibilitiesmotivatingMeasuring/controllingachievementsandsuccess,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,76,1.3ImportanceofPlanning-Planningismostimportantmanagerialactivity-InChina,planningisnotattachedenoughimportanceinrealwork,Ioftenhavegreatobjectives,whycannottheyberealized?,Accordingtomanagementtheories,ifthereisnogoodplanningandimplementation,objectiveswillnotberealized,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,78,1.2WhyDoManagersPlan?,PurposesofPlanningProvidesdirection给管理者与非管理者指明了行动的方向Reducesuncertainty能够减少变化的影响Minimizeswasteandredundancy减少活动的重叠和浪费Setsthestandardsforcontrolling计划设定目标和标准可以用于控制,1.4whatisplanning,PlanningAprimarymanagerialactivitythatinvolves:DefiningtheorganizationsgoalsEstablishinganoverallstrategyforachievingthosegoalsDevelopingplansfororganizationalworkactivitiesFormalplanningSpecificgoalscoveringaspecifictimeperiodWrittenandsharedwithorganizationalmembers,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,79,1.5Contentofplanning,ElementsPreconditionObjectivesGoalsStrategiesDutiesTimescheduleExtentBudgetMeasuresforcontingency,ContentPrediction，assumption，conditionsFinalresults，workrequirementsReasons，significanceBasicmethods，maintacticsPersonnel，bonusandpunishmentpoliciesStartingandfinishingtimeworkscheduleOrganizationlevelandgeographicscopeExpenses，costPlanfortheworstsituation,UnderwhatsituationisplaneffectiveWhatshouldbedoneWhyHowWhoWhenWhere，whatdepartmentshowmuchresourcesIncaseof。,Planningisprediction，arrangement，andadaptivecopingwithfutureactivity,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,711,1.4WhatIsPlanning?,PlanMethods,waysandtimeschedulesforrealizingorganizationsgoals(计划是实现组织目标的方法、途径和时间表）Managerialdocumentabouttheorganizationsdirection,activitiesandwaysinacertainperiodoftimeinfuture(计划是未来一定时期内，关于组织行功方向、内容和方式的管理文件）,1.6Differentformsofplans,宗旨(mission)：目的或使命目标(goals)：行动要达到的结果战略(strategies)：业务范围、配置资源政策(policies)：决策的指南、方针与指导原则程序(procedures)：行动的时间顺序和步骤、办事手续规则(rules)：如何做及允许或不允许做的规定规划(Planning)：包括目标、策略、政策、规则等综合性计划预算(budget)：数字化的规划,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,713,1.7PlanningandPerformance,TheRelationshipBetweenPlanningandPerformanceFormalplanningisassociatedwith:Higherprofitsandreturnsonassets.Positivefinancialresults.正式计划通常与更高的利润、更高的资产报酬率及其它积极的财务成果相联系；Thequalityofplanningandimplementationaffectsperformancemorethantheextentofplanning.高质量的计划过程和恰当的实施过程比泛泛的计划更可以导致较高的效率；Theexternalenvironmentcanreducetheimpactofplanningonperformance.凡是正式计划未能导致高绩效的情况，一般都是因为环境的原因。Formalplanningmustbeusedforseveralyearsbeforeplanningbeginstoaffectperformance.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,714,1.8HowDoManagersPlan?,ElementsofPlanningGoals(alsoObjectives)Desiredoutcomesforindividuals,groups,orentireorganizationsProvidedirectionandevaluationperformancecriteriaPlansDocumentsthatoutlinehowgoalsaretobeaccomplishedDescribehowresourcesaretobeallocatedandestablishactivityschedules,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,715,2.TypesofGoals,FinancialGoalsArerelatedtotheexpectedinternalfinancialperformanceoftheorganization.StrategicGoalsArerelatedtotheperformanceofthefirmrelativetofactorsinitsexternalenvironment(e.g.,competitors).StatedGoalsversusRealGoalsBroadly-wordedofficialstatementsoftheorganization(intendedforpublicconsumption)thatmaybeirrelevanttoitsrealgoals(whatactuallygoesonintheorganization).,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,716,Exhibit71TypesofPlans,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,717,4.TypesofPlans-breadth,StrategicPlansApplytotheentireorganization.Establishtheorganizationsoverallgoals.Seektopositiontheorganizationintermsofitsenvironment.Coverextendedperiodsoftime.OperationalPlansSpecifythedetailsofhowtheoverallgoalsaretobeachieved.Coverashorttimeperiod.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,718,3.TypesofPlanstimeframe,Long-TermPlansPlanswithtimeframesextendingbeyondthreeyearsShort-TermPlansPlanswithtimeframesofoneyearorless,3.TypesofPlansspecificity,SpecificPlansPlansthatareclearlydefinedandleavenoroomforinterpretationDirectionalPlansFlexibleplansthatsetoutgeneralguidelinesandprovidefocus,yetallowdiscretioninimplementation,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,719,3.TypesofPlanstimeframe,3.TypesofPlanstimeframe,SpecificVersusDirectionalPlans,PrenticeHall,2002,7-20,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,721,3.TypesofPlansfrequencyofuse,Single-UsePlanAone-timeplanspecificallydesignedtomeettheneedofauniquesituation.StandingPlansOngoingplansthatprovideguidanceforactivitiesperformedrepeatedly.,4.Planmaking4.1planmakingprocess,Definingobjectivesortasks,Planmakingprocess,Howtoallocateresources,Howtoassignduties,Howtodetermineworkschedule,Planmakingprocess,明确任务或目标,制订战略方案,明确计划前提条件,落实人选明确责任,制订进度表,制订应变措施,计划草案,如何确定,进度？,如何合理配置资源？,如何落实,责任？,4.2Planmakingtechniques,1）ProgramEvaluationandReviewTechniques（网络计划技术）2）GanttChart（甘特图）3）RollingPlanTechnique（滚动计划法）,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,724,A,2,B,1,3,4,5,6,7,4,2,6,D,8,E,F,4,G,10,H,4,1）ProgramEvaluationandReviewTechniques（网络计划技术）箭线C,节点,关键路线,4网络图由箭线、节点、虚箭线和路线组成,2）GanttChart（甘特图）进,度,计划,实际,A,B,C,D,活动,T时刻,3）RollingPlanTechnique（滚动计划法）环境的变化环境的变化环境的变化滚动计划法（Rollingplantechnique）：将短期计划、中期计划和长期计划有机地结合,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,728,5.DevelopingPlans,ContingencyFactorsinaManagersPlanningManagerslevelintheorganizationStrategicplansathigherlevelsOperationalplansatlowerlevelsDegreeofenvironmentaluncertaintyStableenvironment:specificplansDynamicenvironment:specificbutflexibleplansLengthoffuturecommitmentsCommitmentConcept:currentplansaffectingfuturecommitmentsmustbesufficientlylong-termtomeetthosecommitments.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,729,Exhibit75PlanningintheHierarchyofOrganizations,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,730,5.ApproachestoPlanning,EstablishingaformalplanningdepartmentAgroupofplanningspecialistswhohelpmanagerswriteorganizationalplans.Planningisafunctionofmanagement;itshouldneverbecomethesoleresponsibilityofplanners.InvolvingorganizationalmembersintheprocessPlansaredevelopedbymembersoforganizationalunitsatvariouslevelsandthencoordinatedwithotherunitsacrosstheorganization.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,731,6.ContemporaryIssuesinPlanning,CriticismsofPlanningPlanningmaycreaterigidity.Planscannotbedevelopedfordynamicenvironments.Formalplanscannotreplaceintuitionandcreativity.Planningfocusesmanagersattentionontodayscompetitionnottomorrowssurvival.Formalplanningreinforcestodayssuccess,whichmayleadtotomorrowsfailure.Justplanningisntenough.,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,732,6.ContemporaryIssuesinPlanning(contd),EffectivePlanninginDynamicEnvironmentsDevelopplansthatarespecificbutflexible.Understandthatplanningisanongoingprocess.Changeplanswhenconditionswarrant.Persistenceinplanningeventuallypayoff.Flattentheorganizationalhierarchytofosterthedevelopmentofplanningskillsatallorganizationallevels.,7.Organizationmissionorganizationandgoal,7.1Organizationmission：organizationbasicfunctionsendowedbysociety.ItexplainswhytheorganizationexistsinthesocietyandhowitdiffersfromotherorganizationSchoolsMilitaryHospitalenterprise,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,733,7.2functionsoforganizationobjectives,Objective-thebasisfordecisionmakingObjectiveisdirectionguideusfocusourattentionObjective-basisforcoordinatingtheworkbetweendepartmentsObjectives-milestoneletusknowwhereweareandhowfarawayweare.Objectivesdefineresponsibilities,defineexpectationofeachemployeeObjectives-motivatingusObjectivesattainmentisthestandardsformeasuringwork,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,734,7.3featuresoforganizationobjectives,1)difference2)diversity3)hierarchy4)timeframe,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,735,7.4principlesforobjectivesmaking,1.)meetthedemandsofsocietyormarket2)toimprovetheorganizationsefficiency3)objectivesshouldbeadvanced4)objectivesshouldbebasedonsocialresponsibility,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,736,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,737,7.5SettingGoalsandDevelopingPlans,TraditionalGoalSettingBroadgoalsaresetatthetopoftheorganization.Goalsarethenbrokenintosub-goalsforeachorganizationallevel.Assumesthattopmanagementknowsbestbecausetheycanseethe“bigpicture.”Goalsareintendedtodirect,guide,andconstrainfromabove.Goalsloseclarityandfocusaslower-levelmanagersattempttointerpretanddefinethegoalsfortheirareasofresponsibility.,TheDownsideofTraditionalGoalSetting,GoalsChain,Overallorganizationalobjectives,Divisionalobjectives,Departmentalobjectives,Individualobjectives,组织中心型、个人中心型、成果中心型,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,740,MaintainingtheHierarchyofGoalsMeansEndsChainTheintegratednetworkofgoalsthatresultsfromestablishingaclearly-definedhierarchyoforganizationalgoals.Achievementoflower-levelgoalsisthemeansbywhichtoreachhigher-levelgoals(ends).,7.6SettingGoalsandDevelopingPlans,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,741,ManagementByObjectives(MBO)Specificperformancegoalsarejointlydeterminedbyemployeesandmanagers.雇员与他的管理者共同确定具体的绩效目标Progresstowardaccomplishinggoalsisperiodicallyreviewed.定期评审实现目标方面的进展情况Rewardsareallocatedonthebasisofprogresstowardsthegoals.基于实现目标方面的进展进行奖励,8.SettingGoalsandDevelopingPlans,5KeyelementsofMBO:,Goalspecificity确定目标participativedecisionmaking参与决策Specifictimeframe明确期限anexplicitperformance/evaluationperiod,feedback绩效反馈,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,743,5.5StepsinaTypicalMBOProgram,Theorganizationsoverallobjectivesandstrategiesareformulated.制定组织的全局目标和战略2.Majorobjectivesareallocatedamongdivisionalanddepartmentalunits.在事业部与功能部门之间分解目标3.Unitmanagerscollaborativelysetspecificobjectivesfortheirunitswiththeirmanagers.部门管理者与其下属单位的管理者共同制定他们的具体目标4.Specificobjectivesarecollaborativelysetwithalldepartmentmembers.单位管理者与该单位全体成员共同设定每个人的具体目标,Copyright2010PearsonEducation,Inc.PublishingasPrenticeHall,744,5.5StepsinaTypicalMBOProgram,Actionplans,defininghowobjectivesar