課件案例教案ch8foundations of planning

1、Foundations of PlanningChapter882Contents- Foundations of PlanningThe What and Why of PlanningGoals and PlansSetting Goals and Developing PlansContemporary Issues in PlanningThe What and Why of Planning 831.1 What Is Planning?D Planning （計劃工作）A primary managerial activity that involves:Defining the

2、organizations goalsEstablishing an overall strategies for achieving those goalsDeveloping plans for organizational work activities.Concerned with both ends and means84Types of planningInformal: not written down, short-term focus; specific to an organizational unit.Formal: In formal planning, specifi

3、c goals covering a period of years are defined. These goals are written, specific, shared with organizational members to reduce ambiguity and create a common understanding about what needs to be done. Specific action plans (how the goals will be reached.)The term planning in this book, we do mean fo

4、rmal planning851. 2 Why Do Managers PlanPurposes of Planning:Provides directionReduces uncertaintyMinimizes waste and redundancySets the goals or standards used for controllingP205861.3 Planning and PerformanceThe Relationship Between Planning and PerformanceFormal planning is associated with:Higher

5、 profits and returns on assets.Positive financial results.The quality of planning 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 (4 years in the textbook)

6、 before planning begins to affect performance.872. Goals and Plans882.1 Types of GoalsD Goals (also Objectives，目標(biāo))Desired es or targets. (for individuals, groups, or entire organizations)Provide direction and evaluation performance criteria892.1 Types of GoalsOrganizations have many goalsFinancial g

7、oalsStrategic goals; (2)Stated goals Real goals8102.1 Types of GoalsFinancial goalsStrategic goals; Financial Goals （財務(wù)目標(biāo)）Are related to the expected internal financial performance of the organization.Ex: McDonalds financial goal of 3-5% average annual sales and revenue growthStrategic Goals （戰(zhàn)略目標(biāo)）A

8、re related to the performance of the firm relative to factors in its external environment (e.g., competitors).Ex: Match or beat the performance of the competitive rivals811Types of GoalsStated Goals versus Real GoalsStated Goals（陳述目標(biāo)）: Official statements of what an organization says-and what it wan

9、ts its various stakeholders to believe-its goals are.Ex. Universities want to be believed as places of high educationReal Goals（實際目標(biāo)）: Goals that an organization actually pursues, as defined by the actions of its membersEx. The Universities are research institutions, business companies 812Exhibit 8x

10、Stated Goals of Large Global Companies -2Nikes goal -bring inspiration and innovation to every athleteWinnebagos goal- to continually improve products and services to meet or exceed the expectations of our customersDeutsche Banks goal to be the leading global provider of financial solutions for dema

11、nding clients creating exceptional value for our shareholders and peopleManagements public relations skills being meaningful guides813D: Plans are Documents that outline how goals are going to be met. Including resources allocation, schedules, and other necessary actions to plish the goals. p2078142

12、.2 Types of PlansExhibit 81Four Types of Plans2.2 Types of Plansp2078152.2 Four Types of PlansBreadth 寬度（A1）Strategic Plans（戰(zhàn)略計劃）Apply to the entire organization.Establish the organizations overall goals.Seek to position the organization in terms of its environment.Cover extended periods of time.（A2

13、）Operational Plans (運營計劃）Specify the details of how the overall goals are to be achieved.Cover short time period.816In the case of the term workWhich plans are more important? Strategic or operational plans?What are they?8177182.2 Four Types of Plans (contd)Time frame 時間長度（B1）Long-Term PlansPlans wi

14、th time frames extending beyond three years（B2）Short-Term PlansPlans with time frames on one year or less8182.2 Four Types of Plans (contd)Specificity 具體性（C1）Specific Plans 具體計劃Plans that are clearly defined and leave no room for interpretation（C2）Directional Plans 方向性計劃Flexible plans that set out g

15、eneral guidelines, provide focus, yet allow discretion in implementation.819Exhibit 8xSpecific Versus Directional Plans820821Types of Plans (contd)Frequency of use（D1）Single-Use PlanA one-time plan specifically designed to meet the need of a unique situation.（D2）Standing PlansOngoing plans that prov

16、ide guidance for activities performed repeatedly.Policiesrulesporcedures8223. Setting Goals and Developing Plans8233.1 Approaches to Setting Goals3.1.1 Traditional Goal SettingBroad goals are set at the top of the organization.Goals are then broken into sub-goals for each organizational level.Assume

17、s that top management knows best because they can see the “big picture.”Goals are intended to direct, guide, and constrain from above.Establishing Goals (contd) Maintaining the Hierarchy of GoalsMeansEnds Chain（手段-目的鏈）The integrated network of goals that results from establishing a clearly-defined h

18、ierarchy of organizational goals.Achievement of lower-level goals is the means by which to reach higher-level goals (ends).8248253.1 Approaches to Setting GoalsAmbiguous goals lead to miss interpretations and wrong directionGoals lose clarity and focus as lower-level managers attempt to interpret an

19、d define the goals for their areas of responsibility.Exhibit 82The Downside of Traditional Goal Settingp209826Establishing Goals (contd)3.1.2 Management By Objectives (MBO) 目標(biāo)管理Specific performance goals are jointly determined by employees and managers.Progress toward plishing goals is periodically

20、reviewed.Rewards are allocated on the basis of progress towards the goals.4 Key elements of MBO:Goal specificity, participative decision making, an explicit performance/evaluation period, feedback827Exhibit 83Steps in a Typical MBO ProgramThe organizations overall objectives and strategies are formu

21、lated.Major objectives are allocated among divisional and departmental units.Unit managers collaboratively set specific objectives for their units with their managers.Specific objectives are collaboratively set with all department members.Action plans, defining how objectives are to be achieved, are

22、 specified and agreed upon by managers and employees.The action plans are implemented.Progress toward objectives is periodically reviewed, and feedback is provided.Successful achievement of objectives is reinforced by performance-based rewards.p210828Does MBO Work?Yes!Increase employee performance a

23、nd organizational productivity.Reasons for MBO SuccessTop management commitment and involvement. Effective way of motivating employeesPotential Problems with MBO ProgramsNot as effective in dynamic environments that require constant resetting of goals.Overemphasis on individual plishment may create

24、problems with teamwork.Allowing the MBO program to e an annual paperwork shuffle.8293.1.3 Characteristics of Well-designed GoalsWritten in terms of es, not actionsFocuses on the ends, not the means.Measurable and quantifiableSpecifically defines how the e is to be measured and how much is expected.C

25、lear as to time frameHow long before measuring plishment.Challenging yet attainableLow goals do not motivate.High goals motivate if they can be achieved.Written downFocuses, defines, and makes goals visible.Communicated to all necessary organizational membersPuts everybody “on the same page.”Exhibit

26、 84Characteristics of Well-Designed Goalsp2108303.1.4 Steps in Goal SettingReview the organizations mission statement.Do goals reflect the mission?Evaluate available resources.Are resources sufficient to plish the mission?Determine goals individually or with others.Are goals specific, measurable, an

27、d timely?Write down the goals and communicate them to all who need to know.Is everybody on the same page?Review results and whether goals are being met.What changes are needed in mission, resources, or goals?8313.2 Developing PlansThree Contingency Factors in Planning 計劃工作的權(quán)變因素 1(1) Managers level i

28、n the organizationStrategic plans at higher levelsOperational plans at lower levels832Exhibit 85Planning in the Hierarchy of Organizations8333.2 Developing PlansContingency Factors in Planning 計劃工作的權(quán)變因素 2(2) Degree of environmental uncertaintyStable environment: specific plansDynamic environment: sp

29、ecific but flexible plansEx: continental airlines , on time service plans (destination not a flight plan)8343.2 Developing PlansContingency Factors in Planning 計劃工作的權(quán)變因素 3(3) Time-Length of future commitmentsCommitment Concept 承諾概念: plans should extend far enough to meet those commitments made when

30、the plans were developed.Planning for too long or too short period is inefficient and ineffective. 8353.3 Approaches to Planning(1) The traditional approach to planningEstablishing a formal planning departmentA group of planning specialists who help managers write organizational plans.Advantages Tho

31、rough, systematic, coordinated, Disadvantagesfocus on developing “the plan”8363.3 Approaches to Planning(2) The involved approach of planningInvolving organizational members in the processPlans are developed by members of organizational units at various levels and then coordinated with other units a

32、cross the organization.Plans are more than written things on papers, they can be used in directing and coordinating workExample: Dell, work team set their own plans, and “recovery” plans8374. Contemporary Issues in Planning838自4.1 Criticisms of PlanningPlanning may create rigidity.Plans cannot be de

33、veloped for dynamic environments.Formal plans cannot replace intuition and creativity.Planning focuses managers attention on todays competition not tomorrows survival.Formal planning reinforces todays success, which may lead to tomorrows failure.Just planning isnt enough. Mangers have to start doing

34、.8394.2 Effective Planning in Dynamic Environments Develop plans that are specific but flexible.Understand that planning is an ongoing process.Change plans when conditions warrant.Persistence in planning eventually pay off.Flatten the organizational hierarchy to foster the development of planning sk

35、ills at all organizational levels.840Learning Summary1. What Is Planning and Why is It Important?Planning: defining organizations goals, establishing overall strategy, and developing plans.Provides directionReduces uncertaintyMinimizes waste and redundancyEstablishes the goals or standards used in c

36、ontrollingIs associated with positive financial resultsExternal environment impacts this relationship, as doesPlanning time frame841Learning Summary2. How Do Managers Plan?Two important elements: goals (desired es); plans (documents outlining how goals will be met)Types of goalsStrategic or financia

37、lStated and realTypes of plansBreadth: strategic or operationalTime frame: short term or long termSpecificity: directional or specificFrequency of use: single-use or standing842Learning Summary3. How Do Managers Set Goals?Traditional approach: top-downIf hierarchy of goals is clearly defined, a means-end chain is formedIf not clearly defined, goals lose clarity and unityManagement by objectives (MBO) approach: four elementsGoal specificityParticipative decision makingExplicit time periodPerformance feedback843Learning S