UL夏5-1.ppt

1、Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,61,Planning,1th,Management Stephen P. Robbins Mary Coulter,tenth edition,Planning,决策：管理者工作的本质 计划的基础 战略管理 计划工具与技术,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,62,Copyright 2010 Pearson Education, Inc. Publishing

2、as Prentice Hall,63,Managers as Decision Makers,Chapter6,Management Stephen P. Robbins Mary Coulter,tenth edition,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,64,Learning OutcomesFollow this Learning Outline as you read and study this chapter.,6.1 The Decision-Making Process. D

3、efine decision. Describe the eight steps in the decision-making process. 6.2 Managers Making Decisions.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,65,Decision Making,Decision Making a choice from two or more alternatives. The Decision-Making Process Identifying a problem and

4、decision criteria and allocating weights to the criteria. Developing, analyzing, and selecting an alternative that can resolve the problem. Implementing the selected alternative. Evaluating the decisions effectiveness.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,66,Exhibit 61T

5、he Decision-Making Process,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,67,Step 1: Identifying the Problem,Problem A discrepancy between an existing and desired state of affairs. Characteristics of Problems A problem becomes a problem when a manager becomes aware of it. There i

6、s pressure to solve the problem. The manager must have the authority, information, or resources needed to solve the problem.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,68,Step 2: Identifying Decision Criteria,Decision criteria are factors that are important (relevant) to reso

7、lving the problem such as: Costs that will be incurred (investments required) Risks likely to be encountered (chance of failure) Outcomes that are desired (growth of the firm),Step 3: Allocating Weights to the Criteria,Decision criteria are not of equal importance: Assigning a weight to each item pl

8、aces the items in the correct priority order of their importance in the decision-making process.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,69,Criteria and Weights for Computer Replacement Decision,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,610,Step 4:

9、 Developing Alternatives,Identifying viable alternatives Alternatives are listed (without evaluation) that can resolve the problem.,Step 5: Analyzing Alternatives,Appraising each alternatives strengths and weaknesses An alternatives appraisal is based on its ability to resolve the issues identified

10、in steps 2 and 3.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,611,Assessed Values of Laptop Computers Using Decision Criteria,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,612,Step 6: Selecting an Alternative,Choosing the best alternative The alternative w

11、ith the highest total weight is chosen.,Step 7: Implementing the Alternative,Putting the chosen alternative into action. Conveying the decision to and gaining commitment from those who will carry out the decision.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,613,Evaluation of L

12、aptop Alternatives Against Weighted Criteria,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,614,Step 8: Evaluating the Decisions Effectiveness,The soundness of the decision is judged by its outcomes. How effectively was the problem resolved by outcomes resulting from the chosen a

13、lternatives? If the problem was not resolved, what went wrong?,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,615,Decisions in the Management Functions,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,616,Terms to Know,decision Decision-making process problem de

14、cision criteria,certainty risk uncertainty,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,717,Foundations of Planning,Chapter7,Management Stephen P. Robbins Mary Coulter,ninth edition,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,718,Learning Outcomes,7.1 The

15、 What And Why Of Planning Define planning. Describe the purposes of planning. Explain what studies have shown about the relationship between planning and performance. 7.2 Goals And Plans Define goals and plans. Describe the types of goals organizations might have. Describe each of the different type

16、s of plans.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,719,What Is Planning?,Planning A primary managerial activity that involves: Defining the organizations goals Establishing an overall strategy for achieving those goals Developing plans for organizational work activities F

17、ormal planning Specific goals covering a specific time period Written and shared with organizational members,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,720,Why Do Managers Plan?,Purposes of Planning Provides direction Reduces uncertainty Minimizes waste and redundancy Sets th

18、e standards for controlling,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,721,Planning and Performance,The Relationship Between Planning and Performance Formal planning is associated with: Higher profits and returns on assets. Positive financial results. The quality of planning

19、and implementation affects performance more than the extent of planning. The external environment can reduce the impact of planning on performance. Formal planning must be used for several years before planning begins to affect performance.,Copyright 2010 Pearson Education, Inc. Publishing as Prenti

20、ce Hall,722,How Do Managers Plan?,Elements of Planning Goals (also Objectives) Desired outcomes for individuals, groups, or entire organizations Provide direction and evaluation performance criteria Plans Documents that outline how goals are to be accomplished Describe how resources are to be alloca

21、ted and establish activity schedules,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,723,Types of Goals,Financial Goals Are related to the expected internal financial performance of the organization. Strategic Goals Are related to the performance of the firm relative to factors in

22、 its external environment (e.g., competitors). Stated Goals versus Real Goals Broadly-worded official statements of the organization (intended for public consumption) that may be irrelevant to its real goals (what actually goes on in the organization).,Copyright 2010 Pearson Education, Inc. Publishi

23、ng as Prentice Hall,724,Types of Plans,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,725,Types of Plans,Strategic Plans Apply to the entire organization. Establish the organizations overall goals. Seek to position the organization in terms of its environment. Cover extended peri

24、ods of time. Operational Plans Specify the details of how the overall goals are to be achieved. Cover a short time period.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,726,Types of Plans,Long-Term Plans Plans with time frames extending beyond three years Short-Term Plans Plans

25、with time frames of one year or less Specific Plans Plans that are clearly defined and leave no room for interpretation Directional Plans Flexible plans that set out general guidelines and provide focus, yet allow discretion in implementation,Copyright 2010 Pearson Education, Inc. Publishing as Pren

26、tice Hall,727,Types of Plans,Single-Use Plan A one-time plan specifically designed to meet the need of a unique situation. Standing Plans Ongoing plans that provide guidance for activities performed repeatedly.,蒙牛决策、目标与计划范例,628,2005年麦肯锡为蒙牛做的战略规划,2005年3月，麦肯锡帮助蒙牛制定了集团未来五年的战略规划目标，即“到2010年蒙牛乳业跻身世界乳业20强，

27、年销售收入达280亿元”。 麦肯锡资深顾问团队走进蒙牛，用三个月由其资深专家协助蒙牛各核心产品事业部，依托集团公司总体战略框架，制定出各事业部未来五年的规划，最终形成蒙牛乳业整体战略计划，以确保蒙牛实现2010年进入世界乳业20强的战略目标。,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,629,目标达到了吗,2010年，全球“乳业世界杯”公布了过去一年的最新“赛况”。荷兰当地时间6月15日，荷兰合作银行发布2010年度的“全球乳业20强”榜单和研究报告。其中，国内销量第一的蒙牛从去年的第19位跃居第16位

28、。 目前全球乳业唯一的权威排行榜单,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,630,联手超女开创新蒙牛,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,631,蒙牛品牌与蒙牛酸酸乳,蒙牛酸酸乳问世，是中国乳业发展进入同质化时代的一次“破冰”之举，蒙牛酸酸乳面对的是最具消费潜力的年轻女性，如何激活此类人群的消费需求，成为整个产品赢得市场的关键。如何在乳饮料时代迅速占领品类先机，确立领导者形象？如何在2005年迅速提高蒙

29、牛酸酸乳的知名度？如何在提高产品知名度的同时赢得终端销量？这些都成为蒙牛在2005年市场工作的重头戏。,632,决策,经缜密调查，蒙牛最终选择了与湖南卫视“超级女声”栏目组进行合作，希望借助“超级女声”的影响力宣传蒙牛酸酸乳、传播蒙牛品牌,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,633,目标,强化消费者对蒙牛酸酸乳的产品认知，使消费者理解酸酸乳自信、年轻、阳光、时尚、充满活力的品牌个性 向消费者及行业传达蒙牛开辟了乳业全新的行销方式 阐明饮料行业的发展趋势，宣传乳饮料时代的到来，传播乳饮料健康的概念 塑造酸酸乳产品品牌形象，使其成为真正符合1224岁女生这一人群需求的产品,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,634,媒体的选择,大众类、都市类、娱乐类的媒体为主。杂志、网络媒体为辅。传播行业和企业内容方面应选择大众媒体的财经版和财经类媒体。在比赛、路演城市和重点销售城市予以侧重。,Copyright 2010 Pearson Education