罗宾斯《管理学》原版讲义09.ppt

1、PowerPoint Presentation by Charlie Cook Copyright 2005 Prentice Hall, Inc. All rights reserved.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,92,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,Techniques for Assessing the Environment List thre

2、e different approaches to environmental scanning. Explain what competitor intelligence is and ways that managers can do it legally and ethically. Describe how managers can improve the effectiveness of forecasting. Techniques for Allocating Resources List the four techniques for allocating resources.

3、 Describe the different types of budgets. Tell what a Gantt chart does. Explain a load chart.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,93,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Techniques for Allocating Resources (contd)

4、Describe how a PERT network analysis works. Compute breakeven point. Describe how managers can use linear programming. Contemporary Planning Techniques Explain why flexibility is so important to todays planning techniques. Describe project management. List the steps in the project planning process.

5、Discuss why scenario planning has become an important planning tool for managers.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,94,Assessing the Environment,Environmental Scanning The screening of large amounts of information to anticipate and interpret change in the environment. Competito

6、r Intelligence The process by which organizations gather information about their competitors Who they are?; what are they doing? Is not spying but rather careful attention to readily accessible information from employees, customers, suppliers, the Internet, and competitors themselves. May involved r

7、everse engineering of competing products to discover technical innovations.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,95,Assessing the Environment (contd),Environmental Scanning (contd) Global Scanning Screening a broad scope of information on global forces that might affect the organi

8、zation. Has value to firms with significant global interests. Draws information from sources that provide global perspectives on world-wide issues and opportunities.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,96,Assessing the Environment (contd),Forecasting The part of organizational pl

9、anning that involves creating predictions of outcomes based on information gathered by environmental scanning. Facilitates managerial decision making. Is most accurate in stable environments.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,97,Assessing the Environment (contd),Types of Foreca

10、sting Quantitative forecasting Applying a set of mathematical rules to a series of hard data to predict outcomes (e.g., units to be produced). Qualitative forecasting Using expert judgments and opinions to predict less than precise outcomes (e.g., direction of the economy).,Copyright 2005 Prentice H

11、all, Inc. All rights reserved.,98,Collaborative Planning, Forecasting, and Replenishment (CPFR),CPFR Software A standardized way for organizations to use the Internet to exchange data.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,99,Making Forecasting More Effective,Use simple forecasting

12、 methods. Compare each forecast with its corresponding “no change” forecast. Dont rely on a single forecasting method. Dont assume that the turning points in a trend can be accurately identified. Shorten the time period covered by a forecast. Remember that forecasting is a developed managerial skill

13、 that supports decision making.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,910,Benchmarking,The search for the best practices among competitors and noncompetitors that lead to their superior performance. By analyzing and copying these practices, firms can improve their performance.,Copy

14、right 2005 Prentice Hall, Inc. All rights reserved.,911,The Benchmarking Process,Form a benchmarking team. Identify what is to be benchmarked, select comparison organizations, and to determine data collection methods. Collect internal and external data on work methods. Analyze data to identify perfo

15、rmance gaps and the cause of differences. Prepare and implement and action plan to meet or exceed the standards of others.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,912,Allocating Resources,Types of Resources The assets of the organization Financial: debt, equity, and retained earnings

16、 Physical: buildings, equipment, and raw materials Human: experiences, skills, knowledge, and competencies Intangible: brand names, patents, reputation, trademarks, copyrights, and databases Structural/cultural: history, culture, work systems, working relationships, trust, and policies,Copyright 200

17、5 Prentice Hall, Inc. All rights reserved.,913,Allocating Resources: Budgeting,Budgets Numerical plans for allocating resources (e.g., revenues, expenses, and capital expenditures). Used to improve time, space, and use of material resources. Are the most commonly used and most widely applicable plan

18、ning technique for organizations.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,914,Allocating Resources: Scheduling,Schedules Plans that allocate resources by detailing what activities have to be done, the order in which they are to be completed, who is to do each, and when they are to be

19、 completed. Represent the coordination of various activities.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,915,Allocating Resources: Charting,Gantt Chart A bar graph with time on the horizontal axis and activities to be accomplished on the vertical axis. Shows the expected and actual prog

20、ress of various tasks. Load Chart A modified Gantt chart that lists entire departments or specific resources on the vertical axis. Allows managers to plan and control capacity utilization.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,916,Allocating Resources: Analysis,Program Evaluation a

21、nd Review Technique (PERT) A flow chart diagram that depicts the sequence of activities needed to complete a project and the time or costs associated with each activity. Events: Endpoints for completion Activities: time require for each activity Slack time: The time that a completed activity waits f

22、or another activity to finish so that they can begin jointly on another activity Critical path: the longest path of activities that allows all tasks to be completed,Copyright 2005 Prentice Hall, Inc. All rights reserved.,917,Allocating Resources: Analysis (contd),Breakeven Analysis Is used to determ

23、ine the point at which all fixed costs have been recovered and profitability begins. Fixed cost (FC) Variable costs (VC) Total Fixed Costs (TFC) Price (P) The Break-even Formula:,Copyright 2005 Prentice Hall, Inc. All rights reserved.,918,Allocating Resources: Analysis (contd),Linear Programming A technique that seeks to solve resource allocation problems using the proportional relationships between two variables.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,919,Contemporary Planning Techniques,Project A