罗宾斯管理学第九版第七章课件

©2007PrenticeHall,Inc.

Allrightsreserved.FoundationsofPlanningChapter

7©2007PrenticeHall,Inc.Allrightsreserved.7–2LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsPlanning?Defineplanning.Differentiatebetweenformalandinformalplanning.Describethepurposesofplanning.Discusstheconclusionsfromstudiesoftherelationshipbetweenplanningandperformance.HowDoManagersPlan?Definegoalsandplans.Describethetypesofgoalsorganizationsmighthave.Explainwhyit’simportanttoknowanorganization’sstatedandrealgoals.Describeeachofthedifferenttypesofplans.©2007PrenticeHall,Inc.Allrightsreserved.7–3LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.EstablishingGoalsandDevelopingPlansDiscusshowtraditionalgoalsettingworks.Explaintheconceptofthemeans–endchain.Describethemanagementbyobjective(MBO)approach.Describethecharacteristicsofwell-designedgoals.Explainthestepsinsettinggoals.Discussthecontingencyfactorsthataffectplanning.Describetheapproachestoplanning.©2007PrenticeHall,Inc.Allrightsreserved.7–4LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.ContemporaryIssuesinPlanningExplainthecriticismsofplanningandwhetherthey’revalid.Describehowmanagerscaneffectivelyplanintoday’sdynamicenvironment.©2007PrenticeHall,Inc.Allrightsreserved.7–5WhatIsPlanning?PlanningAprimarymanagerialactivitythatinvolves:Definingtheorganization’sgoalsEstablishinganoverallstrategyforachievingthosegoalsDevelopingplansfororganizationalworkactivities.TypesofplanningInformal:notwrittendown,short-termfocus;specifictoanorganizationalunit.Formal:written,specific,andlong-termfocus,involvessharedgoalsfortheorganization.©2007PrenticeHall,Inc.Allrightsreserved.7–6WhyDoManagersPlan?PurposesofPlanningProvidesdirectionReducesuncertaintyMinimizeswasteandredundancySetsthestandardsforcontrolling©2007PrenticeHall,Inc.Allrightsreserved.7–7PlanningandPerformanceTheRelationshipBetweenPlanningAndPerformanceFormalplanningisassociatedwith:Higherprofitsandreturnsonassets.Positivefinancialresults.Thequalityofplanningandimplementationaffectsperformancemorethantheextentofplanning.Theexternalenvironmentcanreducetheimpactofplanningonperformance,Formalplanningmustbeusedforseveralyearsbeforeplanningbeginstoaffectperformance.©2007PrenticeHall,Inc.Allrightsreserved.7–8HowDoManagersPlan?ElementsofPlanningGoals(alsoObjectives)Desiredoutcomesforindividuals,groups,orentireorganizationsProvidedirectionandevaluationperformancecriteriaPlansDocumentsthatoutlinehowgoalsaretobeaccomplishedDescribehowresourcesaretobeallocatedandestablishactivityschedules©2007PrenticeHall,Inc.Allrightsreserved.7–9TypesofGoalsFinancialGoalsArerelatedtotheexpectedinternalfinancialperformanceoftheorganization.StrategicGoalsArerelatedtotheperformanceofthefirmrelativetofactorsinitsexternalenvironment(e.g.,competitors).StatedGoalsversusRealGoalsBroadly-wordedofficialstatementsoftheorganization(intendedforpublicconsumption)thatmaybeirrelevanttoitsrealgoals(whatactuallygoesonintheorganization).©2007PrenticeHall,Inc.Allrightsreserved.7–10Exhibit7–1 StatedGoalsofLargeGlobalCompaniesExecutestrategicroadmap—“PlantoWin.”Growthebusinessprofitably.Identifyanddevelopdiversetalent.Promotebalanced,activelifestyles.(McDonald’sCorporation)Continuetowinmarketshareglobally.Focusonhigher-valueproducts.Reduceproductioncosts.Lowerpurchasingcosts.Integratediversity.GainISO14001certificationforallfactories.(L’Oreal)Respecttheenvironment.Respectandsupportfamilyunityandnationaltraditions.Promotecommunitywelfare.Continueimplementingqualitysystems.Continuetobeastrongcashgenerator.(GrupoBimbo)Controlinventory.Maintainindustry’slowestinventoryshrinkagerate.Open25–30newlocationsinfiscal2006.Livebythecodeofethicseveryday.(Costco)Expandselectionofcompetitivelypricedproducts.Manageinventorycarefully.Continuetoimprovestoreformateveryfewyears.Operate2,000storesbytheendofthedecade.Continuegainingmarketshare.(Target)Rolloutnewly-designedenvironmentallyfriendlycupin2006.Openapproximately1,800newstoresgloballyin2006.Attainnetrevenuegrowthofapproximately20percentin2006.AttainannualEPSgrowthofbetween20percentto25percentforthenext3to5years.(Starbucks)Source:Informationfromcompany’sAnnualReports,2004–2005.©2007PrenticeHall,Inc.Allrightsreserved.7–11Exhibit7–2 TypesofPlans©2007PrenticeHall,Inc.Allrightsreserved.7–12TypesofPlansStrategicPlansApplytotheentireorganization.Establishtheorganization’soverallgoals.Seektopositiontheorganizationintermsofitsenvironment.Coverextendedperiodsoftime.OperationalPlansSpecifythedetailsofhowtheoverallgoalsaretobeachieved.Covershorttimeperiod.©2007PrenticeHall,Inc.Allrightsreserved.7–13TypesofPlans(cont’d)Long-TermPlansPlanswithtimeframesextendingbeyondthreeyearsShort-TermPlansPlanswithtimeframesononeyearorlessSpecificPlansPlansthatareclearlydefinedandleavenoroomforinterpretationDirectionalPlansFlexibleplansthatsetoutgeneralguidelines,providefocus,yetallowdiscretioninimplementation.©2007PrenticeHall,Inc.Allrightsreserved.7–14Exhibit7–3 SpecificVersusDirectionalPlans©2007PrenticeHall,Inc.Allrightsreserved.7–15TypesofPlans(cont’d)Single-UsePlanAone-timeplanspecificallydesignedtomeettheneedofauniquesituation.StandingPlansOngoingplansthatprovideguidanceforactivitiesperformedrepeatedly.©2007PrenticeHall,Inc.Allrightsreserved.7–16EstablishingGoalsandDevelopingPlansTraditionalGoalSettingBroadgoalsaresetatthetopoftheorganization.Goalsarethenbrokenintosubgoalsforeachorganizationallevel.Assumesthattopmanagementknowsbestbecausetheycanseethe“bigpicture.”Goalsareintendedtodirect,guide,andconstrainfromabove.Goalsloseclarityandfocusaslower-levelmanagersattempttointerpretanddefinethegoalsfortheirareasofresponsibility.©2007PrenticeHall,Inc.Allrightsreserved.7–17Exhibit7–4 TheDownsideofTraditionalGoalSetting©2007PrenticeHall,Inc.Allrightsreserved.7–18EstablishingGoalsandDevelopingPlans(cont’d)MaintainingtheHierarchyofGoalsMeans–EndsChainTheintegratednetworkofgoalsthatresultsfromestablishingaclearly-definedhierarchyoforganizationalgoals.Achievementoflower-levelgoalsisthemeansbywhichtoreachhigher-levelgoals(ends).©2007PrenticeHall,Inc.Allrightsreserved.7–19EstablishingGoalsandDevelopingPlans(cont’d)ManagementByObjectives(MBO)Specificperformancegoalsarejointlydeterminedbyemployeesandmanagers.Progresstowardaccomplishinggoalsisperiodicallyreviewed.Rewardsareallocatedonthebasisofprogresstowardsthegoals.KeyelementsofMBO:Goalspecificity,participativedecisionmaking,anexplicitperformance/evaluationperiod,feedback©2007PrenticeHall,Inc.Allrightsreserved.7–20Exhibit7–5 StepsinaTypicalMBOProgramTheorganization’soverallobjectivesandstrategiesareformulated.Majorobjectivesareallocatedamongdivisionalanddepartmentalunits.Unitmanagerscollaborativelysetspecificobjectivesfortheirunitswiththeirmanagers.Specificobjectivesarecollaborativelysetwithalldepartmentmembers.Actionplans,defininghowobjectivesaretobeachieved,arespecifiedandagreeduponbymanagersandemployees.Theactionplansareimplemented.Progresstowardobjectivesisperiodicallyreviewed,andfeedbackisprovided.Successfulachievementofobjectivesisreinforcedbyperformance-basedrewards.©2007PrenticeHall,Inc.Allrightsreserved.7–21DoesMBOWork?ReasonforMBOSuccessTopmanagementcommitmentandinvolvementPotentialProblemswithMBOProgramsNotaseffectiveindynamicenvironmentsthatrequireconstantresettingofgoals.Overemphasisonindividualaccomplishmentmaycreateproblemswithteamwork.AllowingtheMBOprogramtobecomeanannualpaperworkshuffle.©2007PrenticeHall,Inc.Allrightsreserved.7–22Exhibit7–6 CharacteristicsofWell-DesignedGoalsWrittenintermsofoutcomes,notactionsFocusesontheends,notthemeans.MeasurableandquantifiableSpecificallydefineshowtheoutcomeistobemeasuredandhowmuchisexpected.ClearastotimeframeHowlongbeforemeasuringaccomplishment.ChallengingyetattainableLowgoalsdonotmotivate.Highgoalsmotivateiftheycanbeachieved.WrittendownFocuses,defines,andmakesgoalsvisible.CommunicatedtoallnecessaryorganizationalmembersPutseverybody“onthesamepage.”©2007PrenticeHall,Inc.Allrightsreserved.7–23StepsinGoalSettingReviewtheorganization’smissionstatement.Dogoalsreflectthemission?Evaluateavailableresources.Areresourcessufficienttoaccomplishthemission?Determinegoalsindividuallyorwithothers.Aregoalsspecific,measurable,andtimely?Writedownthegoalsandcommunicatethem.Iseverybodyonthesamepage?Reviewresultsandwhethergoalsarebeingmet.Whatchangesareneededinmission,resources,orgoals?©2007PrenticeHall,Inc.Allrightsreserved.7–24DevelopingPlansContingencyFactorsinAManager’sPlanningManager’slevelintheorganizationStrategicplansathigherlevelsOperationalplansatlowerlevelsDegreeofenvironmentaluncertaintyStableenvironment:specificplansDynamicenvironment:specificbutflexibleplansLengthoffuturecommitmentsCommitmentConcept:currentplansaffectingfuturecommitmentsmustbesufficientlylong-termtomeetthosecommitments.©2007PrenticeHall,Inc.Allrightsreserved.7–25Exhibit7–7 PlanningintheHierarchyofOrganizations©2007PrenticeHall,Inc.Allrightsreserved.7–26ApproachestoPlanningEstablishingaformalplanningdepartmentAgroupofplanningspecialistswhohelpmanagerswriteorganizationalplans.Planningisafunctionofmanagement;itshouldneverbecomethesoleresponsibilityofplanners.InvolvingorganizationalmembersintheprocessPlansaredevelopedbymembersoforganizationalunitsatvariouslevelsandthencoordinatedwithotherunitsacrosstheorganization.©20