管理學原理英文版-第三章課件FOM6CH03in

FoundationsofPlanning

計劃的基礎FoundationsofPlanning

LEARNINGOUTCOMESDefineplanning.定義計劃工作Explainthepotentialbenefitsofplanning計劃的潛在好處.Identifypotentialdrawbackstoplanning.Distinguishbetweenstrategicandtacticalplans.Recognizewhendirectionalplansarepreferredoverspecificplans.Definemanagementbyobjectivesandidentifyitscommonelements.Outlinethestepsinthestrategicmanagementprocess.Afterreadingthischapter,youwillbeableto:2?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMLEARNINGOUTCOMES(cont’d)Describethefourgrandstrategies.ExplainSWOTanalysis.Describehowentrepreneursidentifyacompetitiveadvantage.Afterreadingthischapter,youwillbeableto:3?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMPlanningDefined計劃定義Definingtheorganization’sobjectivesorgoals確定組織目標Establishinganoverallstrategyforachievingthosegoals制定全局戰(zhàn)略以實現(xiàn)目標Developingacomprehensivehierarchyofplanstointegrateandcoordinateactivities建立一個全面的計劃體系以整合和協(xié)調(diào)組織的工作

Planningisconcernedwithends(whatistobedone)aswellaswithmeans(howitistobedone).計劃既涉及目標，也涉及實現(xiàn)目標的手段FormalPlanning正式計劃Informal非正式計劃4?2008PrenticeHall,Inc.Allrightsreserved.PlanningDefined計劃定義DefiningtEXHIBIT3–1 ReasonsforPlanning為什么計劃？由于環(huán)境的變化管理者從事計劃工作，是為了：最小化浪費和冗余減少變化的影響提供指導（方向）制定標準便于控制5?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–1 ReasonsforPlanniCriticismsOfFormalPlanning對正規(guī)計劃的批評Planningmaycreaterigidity.計劃也許導致僵化Planscan’tbedevelopedforadynamicenvironment.計劃難以在一個動態(tài)的環(huán)境中制定Formalplanscan’treplaceintuitionandcreativity.正式計劃不能代替直覺和創(chuàng)造性Planningfocusesmanagers’attentionontoday’scompetition,notontomorrow’ssurvival.計劃使管理者關注今天的競爭，而不是明天的存亡Formalplanningreinforcessuccess,whichmayleadtofailure.正規(guī)計劃工作強調(diào)成功，因此可能導致失敗6?2008PrenticeHall,Inc.Allrightsreserved.CriticismsOfFormalPlanning對TheBottomLine:DoesPlanningImproveOrganizationalPerformance?底線：計劃工作是否改善了組織的績效？Formalplanningmeanshigherprofits,higherreturnonassets,andotherpositivefinancialresults.正式規(guī)劃一般會產(chǎn)生的結(jié)果：更高的利潤和資產(chǎn)收益；積極的財政結(jié)果Planningprocessqualityandimplementationcontributemoretohighperformancethandoestheextentofplanning.計劃工作的質(zhì)量以及實現(xiàn)計劃的適當措施，通常要比計劃工作本身對績效的貢獻更大Whenexternalenvironmentrestrictionsallowedmanagersfewviablealternatives,planningdidnotleadtohigherperformance.外部環(huán)境會減少計劃工作對績效的影響（因為管理者可行的選擇將會減少）7?2008PrenticeHall,Inc.Allrightsreserved.TheBottomLine:DoesPlanningEXHIBIT3–2 TypesofPlans計劃類型BREADTH TIME FREQUENCY OFUSE深度范圍 FRAME時期 SPECIFICITY特定性 OFUSE 使用頻數(shù)

Strategic戰(zhàn)略 Longterm長期 Directional指導性 Singleuse一次性Tactical戰(zhàn)術(shù) Shortterm短期 Specific具體性 Standing經(jīng)常性8?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–2 TypesofPlans計劃類型Planning:FocusandTime計劃：著眼點和時間StrategicPlans戰(zhàn)略計劃Areorganization-wide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironment.應用于整個組織，建立組織的全局目標，尋求組織在環(huán)境中的地位（作用時效長）TacticalPlans戰(zhàn)術(shù)計劃（運營計劃）Specifythedetailsofhowanorganization’soverallobjectivesaretobeachieved.具體規(guī)定如何實現(xiàn)全局戰(zhàn)略目標的細節(jié)計劃（作用周期短）Short-termPlans短期計劃Coverlessthanoneyear.為期一年或短于一年的計劃Long-termPlans長期計劃Extendbeyondfiveyears.超過五年期的計劃9?2008PrenticeHall,Inc.Allrightsreserved.Planning:FocusandTime計劃：著眼StrategicPlanning戰(zhàn)略計劃StrategicPlans戰(zhàn)略計劃Applybroadlytotheentireorganization.應用于整個組織Establishtheorganization’soverallobjectives.建立組織的全局目標Seektopositiontheorganizationintermsofitsenvironment.尋求組織在環(huán)境中的地位Providedirectiontodriveanorganization’seffortstoachieveitsgoals.提供方向指導，以驅(qū)動組織實現(xiàn)其目標Serveasthebasisforthetacticalplans.作為戰(zhàn)術(shù)計劃的基礎Coverextendedperiodsoftime.作用時效長Arelessspecificintheirdetails.細節(jié)較少10?2008PrenticeHall,Inc.Allrightsreserved.StrategicPlanning戰(zhàn)略計劃StrategiTacticalPlanning戰(zhàn)術(shù)計劃TacticalPlans(OperationalPlans)戰(zhàn)術(shù)計劃（運營計劃）Applytospecificpartsoftheorganization.適用于組織的特定部分Arederivedfromstrategicobjectives.從戰(zhàn)略目標中發(fā)展出來Specifythedetailsofhowtheoverallobjectivesaretobeachieved.具體規(guī)定如何實現(xiàn)全局戰(zhàn)略目標的細節(jié)計劃Covershorterperiodsoftime.作用周期短Mustbeupdatedcontinuouslytomeetcurrentchallenges.必須連續(xù)更新以適應當前的挑戰(zhàn)11?2008PrenticeHall,Inc.Allrightsreserved.TacticalPlanning戰(zhàn)術(shù)計劃TacticalEXHIBIT3–3 DirectionalVersusSpecificPlans指導性與專項計劃指導性計劃專項計劃12?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–3 DirectionalVersusSpecificandDirectionalPlans專項與指導性計劃SpecificPlans專項計劃Clearlydefinedobjectivesandleavenoroomformisinterpretation.清晰制定目標，無錯誤理解的空間“What,when,where,howmuch,andbywhom”(process-focus)(5W1H，關注過程）DirectionalPlans指導性計劃Areflexibleplansthatsetoutgeneralguidelines.設置總的指南的可變性計劃“Gofromheretothere”(outcome-focus)（關注結(jié)果）13?2008PrenticeHall,Inc.Allrightsreserved.SpecificandDirectionalPlansSingle-UseandStandingPlans一次性和經(jīng)常性計劃Single-UsePlan一次性計劃Isusedtomeettheneedsofaparticularoruniquesituation.為滿足特定情況需要而設計的一次性計劃Single-daysalesadvertisementStandingPlan經(jīng)常性（持續(xù)性）計劃Isongoingandprovidesguidanceforrepeatedlyperformedactionsinanorganization.正在進行的計劃，為進行反復活動提供指導Customersatisfactionpolicy14?2008PrenticeHall,Inc.Allrightsreserved.Single-UseandStandingPlans一ManagementbyObjectives目標管理ManagementbyObjectives(MBO)目標管理Asysteminwhichspecificperformanceobjectivesarejointlydeterminedbysubordinatesandtheirsupervisors,progresstowardobjectivesisperiodicallyreviewed,andrewardsareallocatedonthebasisofthatprogress.特征：員工和管理人員共同確定具體的業(yè)績目標；定期檢查實現(xiàn)目標的進展情況；在實現(xiàn)目標的進展的基礎上分配獎勵Linksindividualandunitperformanceobjectivesatalllevelswithoverallorganizationalobjectives.將個人與各級別內(nèi)在機構(gòu)的目標和總體目標聯(lián)系起來Focusesoperationaleffortsonorganizationallyimportantresults.強調(diào)那些對實現(xiàn)組織重要目標有關的運作Motivatesratherthancontrols.激勵而不是控制15?2008PrenticeHall,Inc.Allrightsreserved.ManagementbyObjectives目標管理MEXHIBIT3–4 CascadingofObjectives目標的層級組織的整體目標分公司的目標部門的目標個人的目標16?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–4 CascadingofObjecManagementbyObjectives(cont’d)目標管理GoalSpecificityExplicitPerformancePeriodCommonElementsin

anMBOProgramParticipativeDecisionMakingPerformanceFeedback目標管理中的共同因素目標的特定性參與式?jīng)Q策明確的期限績效反饋17?2008PrenticeHall,Inc.Allrightsreserved.ManagementbyObjectives(contSettingEmployeeObjectives設定員工的目標Identifyanemployee’skeyjobtasks.明確員工的關鍵工作任務Establishspecificandchallenginggoalsforeachkeytask.給每項關鍵工作任務設定具體的和挑戰(zhàn)性的目標Allowtheemployeetoactivelyparticipate.允許員工積極參與Prioritizegoals.按重要次序列出目標Buildinfeedbackmechanismstoassessgoalprogress.建立反饋機制來評價目標過程Linkrewardstogoalattainment.將報酬與目標完成情況相聯(lián)系18?2008PrenticeHall,Inc.Allrightsreserved.SettingEmployeeObjectives設定員DoesMBOWork?目標管理方法有效嗎?GoalSpecificityParticipationIsThereaDownsidetoMBO?GoalDifficultyTopManagement目標管理有無不利的一面?目標難度目標特定性高層管理參與19?2008PrenticeHall,Inc.Allrightsreserved.DoesMBOWork?目標管理方法有效嗎?GoalSEXHIBIT3–5 TheStrategicManagementProcess戰(zhàn)略管理過程StrategicManagementProcess戰(zhàn)略管理過程Anine-stepprocessthatinvolvesstrategicplanning,implementation,andevaluation涉及戰(zhàn)略計劃\應用和評估的九個過程確認組織當前的使命\目標和戰(zhàn)略分析環(huán)境識別機會與危險分析組織的資源識別優(yōu)勢與劣勢SWOT外部分析內(nèi)部分析重新評估組織的使命\目標和戰(zhàn)略制定戰(zhàn)略應用戰(zhàn)略評估結(jié)果戰(zhàn)略計劃戰(zhàn)略應用和評估20?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–5 TheStrategicManaStepsinWritingaBusinessPlan撰寫《商業(yè)計劃書》Describeyourcompany’sbackgroundandpurpose.描述你公司的背景和目標Identifyyourshort-andlong-termobjectives.明確你的短期和長期目標Provideathoroughmarketanalysis.詳盡的市場分析Describeyourdevelopmentandproductionemphasis描述你發(fā)展與生產(chǎn)的重點.Describehowyou’llmarketyourproductorservice.描述你將怎樣把產(chǎn)品或服務推向市場建立財務變動表提供一個對組織及其管理團隊的整體描述描述公司的法律形式描述如何應對重大風險和偶然性事件綜合形成《商業(yè)計劃書》21?2008PrenticeHall,Inc.Allrightsreserved.StepsinWritingaBusinessPlTheOrganization’sCurrentIdentity組織當期的定位MissionStatement使命Definesthepresentpurposeoftheorganization.Objectives目標Arespecificmeasures(milestones)forachievement,progress,andperformance.StrategicPlan戰(zhàn)略計劃Explainsthebusinessfounders’visionanddescribesthestrategyandoperationsofthatbusiness.22?2008PrenticeHall,Inc.Allrightsreserved.TheOrganization’sCurrentIdeAnalyzetheEnvironment分析環(huán)境EnvironmentalScanning環(huán)境觀測InvolvesscreeninglargeamountsofinformationtodetectemergingtrendsandcreateasetofscenariosCompetitiveIntelligence競爭情報Informationaboutcompetitorsthatallowsmanagerstoanticipatecompetitors’actionsratherthanmerelyreacttothem23?2008PrenticeHall,Inc.Allrightsreserved.AnalyzetheEnvironment分析環(huán)境EnvEXHIBIT3–6 SWOT:IdentifyingOrganizationalOpportunities尋找機會SWOTanalysisAnalysisofanorganization’sstrengths,weaknesses,opportunities,andthreatsinordertoidentifyastrategicnichethattheorganizationcanexploit組織資源環(huán)境中的機會組織的機會綜合分析組織的優(yōu)勢\劣勢\機會與威脅，以識別組織可以開拓的戰(zhàn)略細分市場24?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–6 SWOT:IdentifyingSWOTAnalysis---SWOT分析Strengths(Strategic)優(yōu)勢Internalresourcesthatareavailableorthingsthatanorganizationdoeswell.Corecompetency（核心能力）:auniqueskillorresourcethatrepresentsacompetitiveedge.代表了組織獨一無二的技能或資源優(yōu)勢，它決定了一個企業(yè)的競爭邊界Weaknesses劣勢Resourcesthatanorganizationlacksoractivitiesthatitdoesnotdowell.Opportunities(Strategic)機會Positiveexternalenvironmentalfactors.Threats威脅Negativeexternalenvironmentalfactors.25?2008PrenticeHall,Inc.Allrightsreserved.SWOTAnalysis---SWOT分析StrengthHowDoYouFormulateStrategies怎樣制定戰(zhàn)略?GrowthCombinationStabilityGrandStrategiesRetrenchment主要戰(zhàn)略成長戰(zhàn)略維持戰(zhàn)略收縮戰(zhàn)略混合戰(zhàn)略26?2008PrenticeHall,Inc.Allrightsreserved.HowDoYouFormulateStrategieGrowthStrategies增長戰(zhàn)略DirectExpansionAcquisitionStrategiesforGrowthMerger增長戰(zhàn)略直接擴張兼并收購27?2008PrenticeHall,Inc.Allrightsreserved.GrowthStrategies增長戰(zhàn)略DirectExCompetitiveStrategies競爭戰(zhàn)略CostLeadershipFocusStrategiesforCompetitiveAdvantageDifferentiation獲取競爭優(yōu)勢的戰(zhàn)略成本領導的戰(zhàn)略差異化戰(zhàn)略集中戰(zhàn)略28?2008PrenticeHall,Inc.Allrightsreserved.CompetitiveStrategies競爭戰(zhàn)略CostSustainingaCompetitiveAdvantage保持競爭優(yōu)勢Competitiveadvantagecountsforlittleifitcannotbesustainedoverthelong-term.Factorsreducingcompetitiveadvantage降低競爭優(yōu)勢的因素EvolutionarychangesintheindustryTechnologicalchangesCustomerpreferencesImitationbycompetitorsDefendingcompetitiveadvantage保衛(wèi)競爭優(yōu)勢的方法Patents,copyrights,trademarks,regulations,andtariffsCompetingonpriceLong-termcontractswithsuppliers(andcustomers)29?2008PrenticeHall,Inc.Allrightsreserved.SustainingaCompetitiveAdvan五種競爭力（fiveforces)新加入者的威脅新競爭者進入行業(yè)的可能性替代威脅其他行業(yè)產(chǎn)品替代本行業(yè)產(chǎn)品的可能性購買者的議價能力購買者（顧客）討價還價的能力供應商的議價能力供應商討價還價的能力現(xiàn)有競爭者當產(chǎn)業(yè)增長速度放緩，需求下降，以及產(chǎn)品價格下降，對手間競爭強度增加30?2008PrenticeHall,Inc.Allrightsreserved.五種競爭力（fiveforces)新加入者的威脅30?圖表8–6 行業(yè)中的競爭分析CompetitiveAnalysisSource:BasedonM.E.Porter,CompetitiveStrategy:TechniquesforAnalyzingIndustriesandCompetitors(NewYork:TheFreePress,1980).NewentrantsSuppliersBuyersAlternativesCompetitors31?2008PrenticeHall,Inc.Allrightsreserved.圖表8–6 行業(yè)中的競爭分析CompetitiveAnWhatHappensAfterStrategies

AreFormulated制定戰(zhàn)略后應做什么?Strategy

FormulationEvaluationImplementation

andExecution制定戰(zhàn)略應用戰(zhàn)略評估32?2008PrenticeHall,Inc.Allrightsreserved.WhatHappensAfterStrategiesQualityasaStrategicWeapon品質(zhì)是一種戰(zhàn)略武器Benchmarking標桿管理Thesearchforthebestpracticesamongcompetitorsornoncompetitorsthatleadtotheirsuperiorperformance主要是搜尋并研究競爭對手或非競爭對手群體中那些使組織獲得卓越經(jīng)營績效的實踐方法.ISO9000seriesISO9000QualitymanagementstandardssetbytheInternationalOrganizationforStandardization(ISO)ISO14000ISO14000Companiesachievingthiscertificationwillhavedemonstratedthattheyareenvironmentallyresponsible.33?2008PrenticeHall,Inc.Allrightsreserved.QualityasaStrategicWeapon品AttainingSixSigmaQuality實現(xiàn)六西格瑪質(zhì)量SixSigma六西格瑪Aphilosophyandmeasurementprocessdevelopedinthe1980satMotorola.Todesign,measure,analyze,andcontroltheinputsideofaproductionprocesstoachievethegoalofnomorethan3.4defectspermillionpartsorprocedures.Aphilosophyandmeasurementprocessthatattemptstodesigninqualityasaproductisbeingmade.（試圖在產(chǎn)品生產(chǎn)過程中就‘設計’質(zhì)量）34?2008PrenticeHall,Inc.Allrightsreserved.AttainingSixSigmaQuality實現(xiàn)六EXHIBIT3–7 SixSigma12-ProcessStepsSelectthecritical-to-qualitycharacteristics挑選關鍵的品質(zhì)特性.Definetherequiredperformancestandards設定合符要求的績效標準.Validatemeasurementsystem,methods,andprocedures建立有效的測量體系\方法以及程序.Establishthecurrentprocesses’capability建立現(xiàn)時的加工能力.Defineupperandlowerperformancelimits設定績效的上下限.Identifysourcesofvariation識別差異的來源.Screenpotentialcausesofvariationtoidentifythevitalfewvariablesneedingcontrol挑選出導致變異的潛在原因，識別那些重要的\需要控制的變量.Discovervariationrelationshipforthevitalvariables發(fā)現(xiàn)關鍵變量與差異的關系.Establishoperatingtolerancesoneachofthevitalvariables建立作業(yè)誤差范圍.Validatethemeasurementsystem’sabilitytoproducerepeatabledata建立測量體系.Determinethecapabilityoftheprocesstocontrolthevitalvariables確定程序控制關鍵變量的能力.Implementstatisticalprocesscontrolonthevitalvariables對關鍵變量應用統(tǒng)計程序控制.Source:CitedinD.HaroldandF.J.Bartos,“OptimizeExistingProcessestoAchieveSixSigmaCapability,”reprintedfromControlEngineeringPractice,?1998,p.87,withpermissionfromElsevierScience.35?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–7 SixSigma12-ProceIdentifyingACompetitiveAdvantage識別競爭機會TheUnexpectedTheIncongruousTheProcessNeedIndustryandMarketStructuresDemographicsChangesinPerceptionNewKnowledgeEnvironmentalSourcesofEntrepreneurialOpportunity意外事件不協(xié)調(diào)之事過程中的需求產(chǎn)業(yè)與市場結(jié)構(gòu)認知變化新知識創(chuàng)業(yè)與環(huán)境機會36?2008PrenticeHall,Inc.Allrightsreserved.IdentifyingACompetitiveAdvaFoundationsofPlanning

計劃的基礎FoundationsofPlanning

LEARNINGOUTCOMESDefineplanning.定義計劃工作Explainthepotentialbenefitsofplanning計劃的潛在好處.Identifypotentialdrawbackstoplanning.Distinguishbetweenstrategicandtacticalplans.Recognizewhendirectionalplansarepreferredoverspecificplans.Definemanagementbyobjectivesandidentifyitscommonelements.Outlinethestepsinthestrategicmanagementprocess.Afterreadingthischapter,youwillbeableto:38?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMLEARNINGOUTCOMES(cont’d)Describethefourgrandstrategies.ExplainSWOTanalysis.Describehowentrepreneursidentifyacompetitiveadvantage.Afterreadingthischapter,youwillbeableto:39?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMPlanningDefined計劃定義Definingtheorganization’sobjectivesorgoals確定組織目標Establishinganoverallstrategyforachievingthosegoals制定全局戰(zhàn)略以實現(xiàn)目標Developingacomprehensivehierarchyofplanstointegrateandcoordinateactivities建立一個全面的計劃體系以整合和協(xié)調(diào)組織的工作

Planningisconcernedwithends(whatistobedone)aswellaswithmeans(howitistobedone).計劃既涉及目標，也涉及實現(xiàn)目標的手段FormalPlanning正式計劃Informal非正式計劃40?2008PrenticeHall,Inc.Allrightsreserved.PlanningDefined計劃定義DefiningtEXHIBIT3–1 ReasonsforPlanning為什么計劃？由于環(huán)境的變化管理者從事計劃工作，是為了：最小化浪費和冗余減少變化的影響提供指導（方向）制定標準便于控制41?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–1 ReasonsforPlanniCriticismsOfFormalPlanning對正規(guī)計劃的批評Planningmaycreaterigidity.計劃也許導致僵化Planscan’tbedevelopedforadynamicenvironment.計劃難以在一個動態(tài)的環(huán)境中制定Formalplanscan’treplaceintuitionandcreativity.正式計劃不能代替直覺和創(chuàng)造性Planningfocusesmanagers’attentionontoday’scompetition,notontomorrow’ssurvival.計劃使管理者關注今天的競爭，而不是明天的存亡Formalplanningreinforcessuccess,whichmayleadtofailure.正規(guī)計劃工作強調(diào)成功，因此可能導致失敗42?2008PrenticeHall,Inc.Allrightsreserved.CriticismsOfFormalPlanning對TheBottomLine:DoesPlanningImproveOrganizationalPerformance?底線：計劃工作是否改善了組織的績效？Formalplanningmeanshigherprofits,higherreturnonassets,andotherpositivefinancialresults.正式規(guī)劃一般會產(chǎn)生的結(jié)果：更高的利潤和資產(chǎn)收益；積極的財政結(jié)果Planningprocessqualityandimplementationcontributemoretohighperformancethandoestheextentofplanning.計劃工作的質(zhì)量以及實現(xiàn)計劃的適當措施，通常要比計劃工作本身對績效的貢獻更大Whenexternalenvironmentrestrictionsallowedmanagersfewviablealternatives,planningdidnotleadtohigherperformance.外部環(huán)境會減少計劃工作對績效的影響（因為管理者可行的選擇將會減少）43?2008PrenticeHall,Inc.Allrightsreserved.TheBottomLine:DoesPlanningEXHIBIT3–2 TypesofPlans計劃類型BREADTH TIME FREQUENCY OFUSE深度范圍 FRAME時期 SPECIFICITY特定性 OFUSE 使用頻數(shù)

Strategic戰(zhàn)略 Longterm長期 Directional指導性 Singleuse一次性Tactical戰(zhàn)術(shù) Shortterm短期 Specific具體性 Standing經(jīng)常性44?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–2 TypesofPlans計劃類型Planning:FocusandTime計劃：著眼點和時間StrategicPlans戰(zhàn)略計劃Areorganization-wide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironment.應用于整個組織，建立組織的全局目標，尋求組織在環(huán)境中的地位（作用時效長）TacticalPlans戰(zhàn)術(shù)計劃（運營計劃）Specifythedetailsofhowanorganization’soverallobjectivesaretobeachieved.具體規(guī)定如何實現(xiàn)全局戰(zhàn)略目標的細節(jié)計劃（作用周期短）Short-termPlans短期計劃Coverlessthanoneyear.為期一年或短于一年的計劃Long-termPlans長期計劃Extendbeyondfiveyears.超過五年期的計劃45?2008PrenticeHall,Inc.Allrightsreserved.Planning:FocusandTime計劃：著眼StrategicPlanning戰(zhàn)略計劃StrategicPlans戰(zhàn)略計劃Applybroadlytotheentireorganization.應用于整個組織Establishtheorganization’soverallobjectives.建立組織的全局目標Seektopositiontheorganizationintermsofitsenvironment.尋求組織在環(huán)境中的地位Providedirectiontodriveanorganization’seffortstoachieveitsgoals.提供方向指導，以驅(qū)動組織實現(xiàn)其目標Serveasthebasisforthetacticalplans.作為戰(zhàn)術(shù)計劃的基礎Coverextendedperiodsoftime.作用時效長Arelessspecificintheirdetails.細節(jié)較少46?2008PrenticeHall,Inc.Allrightsreserved.StrategicPlanning戰(zhàn)略計劃StrategiTacticalPlanning戰(zhàn)術(shù)計劃TacticalPlans(OperationalPlans)戰(zhàn)術(shù)計劃（運營計劃）Applytospecificpartsoftheorganization.適用于組織的特定部分Arederivedfromstrategicobjectives.從戰(zhàn)略目標中發(fā)展出來Specifythedetailsofhowtheoverallobjectivesaretobeachieved.具體規(guī)定如何實現(xiàn)全局戰(zhàn)略目標的細節(jié)計劃Covershorterperiodsoftime.作用周期短Mustbeupdatedcontinuouslytomeetcurrentchallenges.必須連續(xù)更新以適應當前的挑戰(zhàn)47?2008PrenticeHall,Inc.Allrightsreserved.TacticalPlanning戰(zhàn)術(shù)計劃TacticalEXHIBIT3–3 DirectionalVersusSpecificPlans指導性與專項計劃指導性計劃專項計劃48?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–3 DirectionalVersusSpecificandDirectionalPlans專項與指導性計劃SpecificPlans專項計劃Clearlydefinedobjectivesandleavenoroomformisinterpretation.清晰制定目標，無錯誤理解的空間“What,when,where,howmuch,andbywhom”(process-focus)(5W1H，關注過程）DirectionalPlans指導性計劃Areflexibleplansthatsetoutgeneralguidelines.設置總的指南的可變性計劃“Gofromheretothere”(outcome-focus)（關注結(jié)果）49?2008PrenticeHall,Inc.Allrightsreserved.SpecificandDirectionalPlansSingle-UseandStandingPlans一次性和經(jīng)常性計劃Single-UsePlan一次性計劃Isusedtomeettheneedsofaparticularoruniquesituation.為滿足特定情況需要而設計的一次性計劃Single-daysalesadvertisementStandingPlan經(jīng)常性（持續(xù)性）計劃Isongoingandprovidesguidanceforrepeatedlyperformedactionsinanorganization.正在進行的計劃，為進行反復活動提供指導Customersatisfactionpolicy50?2008PrenticeHall,Inc.Allrightsreserved.Single-UseandStandingPlans一ManagementbyObjectives目標管理ManagementbyObjectives(MBO)目標管理Asysteminwhichspecificperformanceobjectivesarejointlydeterminedbysubordinatesandtheirsupervisors,progresstowardobjectivesisperiodicallyreviewed,andrewardsareallocatedonthebasisofthatprogress.特征：員工和管理人員共同確定具體的業(yè)績目標；定期檢查實現(xiàn)目標的進展情況；在實現(xiàn)目標的進展的基礎上分配獎勵Linksindividualandunitperformanceobjectivesatalllevelswithoverallorganizationalobjectives.將個人與各級別內(nèi)在機構(gòu)的目標和總體目標聯(lián)系起來Focusesoperationaleffortsonorganizationallyimportantresults.強調(diào)那些對實現(xiàn)組織重要目標有關的運作Motivatesratherthancontrols.激勵而不是控制51?2008PrenticeHall,Inc.Allrightsreserved.ManagementbyObjectives目標管理MEXHIBIT3–4 CascadingofObjectives目標的層級組織的整體目標分公司的目標部門的目標個人的目標52?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–4 CascadingofObjecManagementbyObjectives(cont’d)目標管理GoalSpecificityExplicitPerformancePeriodCommonElementsin

anMBOProgramParticipativeDecisionMakingPerformanceFeedback目標管理中的共同因素目標的特定性參與式?jīng)Q策明確的期限績效反饋53?2008PrenticeHall,Inc.Allrightsreserved.ManagementbyObjectives(contSettingEmployeeObjectives設定員工的目標Identifyanemployee’skeyjobtasks.明確員工的關鍵工作任務Establishspecificandchallenginggoalsforeachkeytask.給每項關鍵工作任務設定具體的和挑戰(zhàn)性的目標Allowtheemployeetoactivelyparticipate.允許員工積極參與Prioritizegoals.按重要次序列出目標Buildinfeedbackmechanismstoassessgoalprogress.建立反饋機制來評價目標過程Linkrewardstogoalattainment.將報酬與目標完成情況相聯(lián)系54?2008PrenticeHall,Inc.Allrightsreserved.SettingEmployeeObjectives設定員DoesMBOWork?目標管理方法有效嗎?GoalSpecificityParticipationIsThereaDownsidetoMBO?GoalDifficultyTopManagement目標管理有無不利的一面?目標難度目標特定性高層管理參與55?2008PrenticeHall,Inc.Allrightsreserved.DoesMBOWork?目標管理方法有效嗎?GoalSEXHIBIT3–5 TheStrategicManagementProcess戰(zhàn)略管理過程StrategicManagementProcess戰(zhàn)略管理過程Anine-stepprocessthatinvolvesstrategicplanning,implementation,andevaluation涉及戰(zhàn)略計劃\應用和評估的九個過程確認組織當前的使命\目標和戰(zhàn)略分析環(huán)境識別機會與危險分析組織的資源識別優(yōu)勢與劣勢SWOT外部分析內(nèi)部分析重新評估組織的使命\目標和戰(zhàn)略制定戰(zhàn)略應用戰(zhàn)略評估結(jié)果戰(zhàn)略計劃戰(zhàn)略應用和評估56?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–5 TheStrategicManaStepsinWritingaBusinessPlan撰寫《商業(yè)計劃書》Describeyourcompany’sbackgroundandpurpose.描述你公司的背景和目標Identifyyourshort-andlong-termobjectives.明確你的短期和長期目標Provideathoroughmarketanalysis.詳盡的市場分析Describeyourdevelopmentandproductionemphasis描述你發(fā)展與生產(chǎn)的重點.Describehowyou’llmarketyourproductorservice.描述你將怎樣把產(chǎn)品或服務推向市場建立財務變動表提供一個對組織及其管理團隊的整體描述描述公司的法律形式描述如何應對重大風險和偶然性事件綜合形成《商業(yè)計劃書》57?2008PrenticeHall,Inc.Allrightsreserved.StepsinWritingaBusinessPlTheOrganization’sCurrentIdentity組織當期的定位MissionStatement使命Definesthepresentpurposeoftheorganization.Objectives目標Arespecificmeasures(milestones)forachievement,progress,andperformance.StrategicPlan戰(zhàn)略計劃Explainsthebusinessfounders’visionanddescribesthestrategyandoperationsofthatbusiness.58?2008PrenticeHall,Inc.Allrightsreserved.TheOrganization’sCurrentIdeAnalyzetheEnvironment分析環(huán)境EnvironmentalScanning環(huán)境觀測InvolvesscreeninglargeamountsofinformationtodetectemergingtrendsandcreateasetofscenariosCompetitiveIntelligence競爭情報Informationaboutcompetitorsthatallowsmanagerstoanticipatecompetitors’actionsratherthanmerelyreacttothem59?2008PrenticeHall,Inc.Allrightsreserved.AnalyzetheEnvironment分析環(huán)境EnvEXHIBIT3–6 SWOT:IdentifyingOrganizationalOpportunities尋找機會SWOTanalysisAnalysisofanorganization’sstrengths,weaknesses,opportunities,andthreatsinordertoidentifyastrategicnichethattheorganizationcanexploit組織資源環(huán)境中的機會組織的機會綜合分析組織的優(yōu)勢\劣勢\機會與威脅，以識別組織可以開拓的戰(zhàn)略細分市場60?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–6 SWOT:IdentifyingSWOTAnalysis---SWOT分析Strengths(Strategic)優(yōu)勢Internalresourcesthatareavailableorthingsthatanorganizationdoeswell.Corecompetency（核心能力）:auniqueskillorresourcethatrepresentsacompetitiveedge.代表了組織獨一無二的技能或資源優(yōu)勢，它決定了一個企業(yè)的競爭邊界Weaknesses劣勢Resourcesthatanorganizationlacksoractivitiesthatitdoesnotdowell.Opportunities(Strategic)機會Positiveexternalenvironmentalfactors.Threats威脅Negativeexternalenvironmentalfactors.61?2008PrenticeHall,Inc.Allrightsreserved.SWOTAnalysis---SWOT分析StrengthHowDoYouFormulateStrategies怎樣制定戰(zhàn)略?GrowthCombinationStabilityGrandStrategiesRetrenchment主要戰(zhàn)略成長戰(zhàn)略維持戰(zhàn)略收縮戰(zhàn)略混合戰(zhàn)略62?2008PrenticeHall,Inc.Allrightsreserved.HowDoYouFormulateStrategieGrowthStrategies增長戰(zhàn)略DirectExpansionAcquisitionStrategiesforGrowthMerger增長戰(zhàn)略直接擴張兼并收購63?2008PrenticeHall,Inc.Allrightsreserved.GrowthStrategies增長戰(zhàn)略DirectExCompetitiveStrategies競爭戰(zhàn)略CostLeadershipFocusStrategiesforCompetitiveAdvantageDifferentiation獲取競爭優(yōu)勢的戰(zhàn)略成本領導的戰(zhàn)略差異化戰(zhàn)略集中戰(zhàn)略64?2008PrenticeHall,Inc.Allrightsreserved.CompetitiveStrategies競爭戰(zhàn)略CostSustainingaCompetitiveAdvantage保持競爭優(yōu)勢Competitiveadvantagecountsforlittleifitcannotbesustainedoverthelong-term.Factorsreducingcompetitiveadvantage降低競爭優(yōu)勢的因素EvolutionarychangesintheindustryTechnologicalchangesCustomerpreferencesImitationbycompetitorsDefendingcompetitiveadvantage保衛(wèi)競爭優(yōu)勢的方法Patents,copyrights,trademarks,regulations,andtariffsCompetingonpriceLong-termcontractswithsuppliers(andcustomers)65?2008PrenticeHall,Inc.Allrightsreserved.SustainingaCompetitiveAdvan五種競爭力（fiveforces)新加入者的威脅新競爭者進入行業(yè)的可能性替代威脅其他行業(yè)產(chǎn)品替代本行業(yè)產(chǎn)品的可能性購買者的議價能力購買者（顧客）討價還價的能力供應商的議價能力供應商討價還價的能力現(xiàn)有競爭者當產(chǎn)業(yè)增長速度放緩，需求下降，以及產(chǎn)品價格下降，對手間競爭強度增加66?2008PrenticeHall,Inc.Allrightsreserved.五種競爭力（fiveforces)新加入者的威脅30?圖表8–6 行業(yè)中的競爭分析CompetitiveAnalysisSource:BasedonM.E.Porter,CompetitiveStrategy:TechniquesforAnalyzingIndustriesandCompetitors(NewYork:TheFreePress,1980).NewentrantsSuppliersBuyersAlternatives