management教學(xué)資料robbinsmgmt11ppt08ge

1、copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-1 copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen

2、 p. robbins & mary coulter2012 pearson education8-2 define the nature and purpose of planning classify the types of goals organizations might have and the plans they use compare and contrast approaches to goal-setting and planning discuss contemporary issues in planningchapter 8: foundations of

3、planningcopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-3 what is planning? planning - a primary managerial activity that involves: defining the organizations goals establi

4、shing an overall strategy for achieving those goals developing plans for organizational work activitiescopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-4 formal planning for

5、mal planning specific goals covering a specific time period written and shared with organizational memberscopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-5 why do managers

6、plan? purposes of planning provides direction reduces uncertainty minimizes waste and redundancy sets the standards for controllingcopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson educ

7、ation8-6 planning and performance formal planning is associated with: higher 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 performa

8、ncecopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-7 elements of planning goals (also objectives) desired outcomes for individuals, groups, or entire organizations provide

9、direction and evaluation performance criteria plans documents that outline how goals are to be accomplished describe how resources are to be allocated and establish activity schedulescopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by st

10、ephen p. robbins & mary coulter2012 pearson education8-8 elements of planning1. under what situation is plan effective2. what should be done3. why4. how5. who6. when7. where， what departments8. how much resources9. in case of。copyright 2012 pearson education, inc. publishing as prentice hall man

11、agement, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-9 different forms of plans宗旨宗旨(mission)：目的或使命：目的或使命目標(biāo)目標(biāo)(goals)：行動要達到的結(jié)果：行動要達到的結(jié)果戰(zhàn)略戰(zhàn)略(strategies)：業(yè)務(wù)范圍、配置資源：業(yè)務(wù)范圍、配置資源政策政策(policies)：決策的指南、方針與指導(dǎo)原則：決策的指南、方針與指導(dǎo)原則程序程序(procedures)：行動的時間順序和步驟、辦事手續(xù)：行動的

12、時間順序和步驟、辦事手續(xù)規(guī)則規(guī)則(rules)：如何做及允許或不允許做的規(guī)定：如何做及允許或不允許做的規(guī)定規(guī)劃規(guī)劃(planning)：包括目標(biāo)、策略、政策、規(guī)則等綜合性計劃：包括目標(biāo)、策略、政策、規(guī)則等綜合性計劃預(yù)算預(yù)算(budget)：數(shù)字化的規(guī)劃：數(shù)字化的規(guī)劃copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson ed

13、ucation8-10 types of goals financial goals - related to the expected internal financial performance of the organization. strategic goals - related to the performance of the firm relative to factors in its external environment (e.g., competitors).copyright 2012 pearson education, inc. publishing as p

14、rentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-11 copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8

15、-12 types of plans strategic plans establish the organizations overall goals seek to position the organization in terms of its environment cover extended periods of time operational plans specify the details of how the overall goals are to be achieved cover a short time periodcopyright 2012 pearson

16、education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-13 types of plans long-term plans time frames extending beyond three years. short-term plans time frames of one year or less.copyright 2012 pearson

17、 education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-14 types of plans specific plans plans that are clearly defined and leave no room for interpretation. directional plans flexible plans that set ou

18、t general guidelines and provide focus, yet allow discretion in implementation.copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-15 specific versus directional plans prentice

19、 hall, 2002copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-16 types of plans single-use plan a one-time plan specifically designed to meet the need of a unique situation. s

20、tanding plans ongoing plans that provide guidance for activities performed repeatedly.copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-17 traditional goal setting broad goal

21、s are set at the top of the organization. goals are then broken into sub-goals for each organizational level. goals are intended to direct, guide, and constrain from above. goals lose clarity and focus as lower-level managers attempt to interpret and define the goals for their areas of responsibilit

22、y.copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-18 exhibit 8-2: the downsideof traditional goal settingcopyright 2012 pearson education, inc. publishing as prentice hall

23、management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-19 means-ends chain the integrated network of goals that results from establishing a clearly-defined hierarchy of organizational goals. achievement of lower-level goals is the means by which

24、to reach higher-level goals (ends).maintaining the hierarchy of goalscopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-20 specific performance goals are jointly determined by

25、 employees and managers. progress toward accomplishing goals is periodically reviewed. rewards are allocated on the basis of progress towards the goals.management by objectives (mbo)copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by ste

26、phen p. robbins & mary coulter2012 pearson education8-21 management by objectives (mbo) key elements of mbo: goal specificity participative decision making an explicit performance/evaluation period feedbackcopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh ed

27、ition, global edition by stephen p. robbins & mary coulter2012 pearson education8-22 exhibit 8-3:steps in a typical mbo programcopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson educ

28、ation8-23 does mbo work? reason for mbo success top management commitment and involvement potential problems with mbo programs are less effective in dynamic environments that require constant resetting of goals overemphasis on individual accomplishment may create problems with teamwork allowing the

29、mbo program to become an annual paperwork shufflecopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-24 exhibit 8-4:well-written goalscopyright 2012 pearson education, inc. pub

30、lishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-25 steps in goal setting1. review the organizations mission statement.do goals reflect the mission?2. evaluate available resources.are resources sufficient to accompl

31、ish the mission?3. determine goals individually or with others.are goals specific, measurable, and timely?copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-26 steps in goal s

32、etting4. write down the goals and communicate them.is everybody on the same page?5. review results and whether goals are being met.what changes are needed in mission, resources, or goals?copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition b

33、y stephen p. robbins & mary coulter2012 pearson education8-27 contingency factors in planning managers level in the organization strategic plans at higher levels operational plans at lower levels degree of environmental uncertainty stable environment: specific plans dynamic environment: specific

34、 but flexible planscopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-28 contingency factors in planning length of future commitments commitment concept: current plans affecti

35、ng future commitments must be sufficiently long-term in order to meet those commitments.copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-29 exhibit 8-5:planning in the hiera

36、rchy organizationscopyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-30 approaches to planning establishing a formal planning department create a group of planning specialists

37、 that help managers write organizational plans. planning is a function of management; it should never become the sole responsibility of planners.copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter201

38、2 pearson education8-31 approaches to planning involving organizational members in the process plans are developed by members of organizational units at various levels and then coordinated with other units across the organization.copyright 2012 pearson education, inc. publishing as prentice hall man

39、agement, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-32 criticisms of planning planning may create rigidity. plans cannot be developed for dynamic environments. formal plans cannot replace intuition and creativity.copyright 2012 pearson education,

40、 inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-33 criticisms of planning planning focuses managers attention on todays competitionnot tomorrows survival. formal planning reinforces todays success, which m

41、ay lead to tomorrows failure. planning isnt enough.copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-34 planning in dynamic environments develop plans that are specific but f

42、lexible. understand that planning is an ongoing process. change plans when conditions warrant alterations.copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter2012 pearson education8-35 planning in dyn

43、amic environments persistence in planning eventually pays off. flatten the organizational hierarchy to foster the development of planning skills at all organizational levels.copyright 2012 pearson education, inc. publishing as prentice hall management, eleventh edition, global edition by stephen p. robbins & mary coulter201