分析案例說明

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WeihrichandKoontz

8th

Edition

?2010

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AnInternationalPerspective

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ChapterObjectives

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Afterstudyingthischapter,youshouldbeableto:

1.

Understandwhatmanagerialplanningisandwhyitisimportant

Identifyandanalyzethevarioustypesofplansandshowhowtheyrelatetooneanother

OutlineanddiscussthelogicalstepsinplanningExplainthenatureofobjectives

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ChapterObjectives

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Afterstudyingthischapter,youshouldbeableto:

5.

Describehowverifiableobjectivescanbesetfordifferentsituations

OutlinetheevolvingconceptsinManagementbyObjectives(MBO)

UnderstandthemodelofthesystemsapproachtoMBO

DescribethebenefitsofMBO

RecognizetheweaknessesofMBOandwaystoovercomethem

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7.

8.

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DefinitionofPlanning

Planninginvolvesselectingmissionsandobjectivesandtheactionstoachievethem;

Itrequiresdecisionmaking,thatis,choosingfromamongalternativefuturecoursesofaction.

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FunctionofPlanningandcontrolling

Planningbridgesthegapfromwherewearetowherewewanttogo(howtoachievethegoals)

Planningandcontrollingareinseparable

Controllingistocompareplanswithresults

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TYPESOFPLANS

Planscanbeclassifiedas:

missionorpurposes

objectivesorgoals

strategies

policies

procedures

rules

programs

budgets

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TypesofPlans

1.

Themission,orpurpose,identifiesthebasicpurposeor

functionortasksofanenterpriseoragency

（1）索尼：扭轉(zhuǎn)世界認為日本產(chǎn)品是劣質(zhì)的看法

（2）微軟：讓每一個桌上都有一臺電腦

（3）谷歌：整合全球信息，讓人人受益

（4）福特：讓每個家庭可以買得起汽車

（5）迪斯尼：讓人們快樂

（6）阿里巴巴：讓天下沒有難做的生意。

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2.Objectives,orgoals,aretheendstowardwhich

activityisaimed

3.Strategyisthedeterminationofthebasiclongtermobjectivesofanenterpriseandtheadoptionofcoursesofactionandallocationofresources

necessarytoachievethesegoals

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TypesofPlans

4.Policiesaregeneralstatementsorunderstandingsthatguideorchannelthinkingindecisionmaking.Allowfor

discretion.

5.Proceduresareplansthatestablisharequired

ofhandlingfutureactivities.

method

6.Rulesspelloutspecificrequiredactionsornon-actions,

allowingnodiscretion.

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TypesofPlans

7.Programsareacomplexofgoals,policies,procedures,rules,taskassignments,stepstobe

taken,resourcestobeemployed.

8.Abudgetisastatementofexpectedresults

expressedinnumericalterms.

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STEPSINPLANNING

1.BeingAwareofOpportunities

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?

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Beingawareofopportunities

InexternalenvironmentWithintheorganization

2.EstablishingObjectivesorGoals

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fortheentireenterpriseandthenforeachsubordinateworkunit,

forthelongaswellastheshortterm.

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STEPSINPLANNING(Cont.)

3.DevelopingPremises

assumptionsabouttheenvironmentinwhichtheplanistobecarriedout.

Examples:forecasts,basicpolicies,existingcompanyplans

Principleofplanningpremises:Themoreunderstandandagreetoutilizeconsistentplanningpremises,themorecoordinatedenterpriseplanningwillbe.

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STEPSINPLANNING

4.DeterminingAlternativeCourses

Tosearchforandexaminealternative

coursesofaction,especiallythosenotimmediatelyapparent

5.EvaluatingAlternativeCourses

Weighingstrongandweakpointsinlightofpremisesandgoals.

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STEPSINPLANNING

6.SelectingaCourse

Realpointofdecisionmaking;planadopted.

7.FormulatingDerivativePlans

tosupportthebasicplan

8.QuantifyingPlansbyBudgeting

sumtotalofincomeandexpenseswiththe

resultantprofitorsurplus

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STEPSINPLANNING-g

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ngto

college

1.BeingAwareofOpportunities

-Realizetheopportunityofgoingtocollege

2.EstablishingObjectivesorGoals

-Whichmajor?Gainingdiploma?Trainingleadership?Alumnanetwork?Girlorboyfriend?

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3.DevelopingPremises

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Personalpreferenceandexpertise;Financialmeansetc.

DeterminingAlternativeCourses

Comeupwithalternatives

EvaluatingAlternativeCourses

theprosandconsofeachcollege

SelectingaCourse

FormulatingDerivativePlans

findplacestolive,buyticket

QuantifyingPlansbyBudgeting

adduptuition,accommodationcostandentertainmentest.

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CoordinationofShort-andLong-RangePlans

Noshort-runplanshouldbemadeunlessitcontributestotheachievementoftherelevantlong-rangeplan.

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TheNatureofObjectives

Objectivesaretheimportantendstowardwhichorganizationalandindividualactivitiesaredirected.

HierarchyofObjectives--frombroadonestospecificindividualobjectives–fortheenterprise,fordivisionsanddepartments

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Morespecificobjectives–keyresultareas

Settingobjectiveswithintheorganizationalhierarchy--（differentlevelsintheorganizationhierarchyareconcernedwithdifferentkindsofobjectives）

Multiplicityofobjectives

Manygoalscanbepursuedsimultaneously

Shouldbeprioritized

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VERIFIABLEOBJECTIVES

Anobjectiveisverifiablewhenattheendoftheperiodonecandeterminewhetherornottheobjectivehasbeenachieved.

Inotherwords:HowdoIknowiftheobjectivehasbeenaccomplished?

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HowtoSetObjectives—HquauZHUa,SII

t4/i16t/20a13tive

andqualitativeobjectivesthatcanbemeasured

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HowtoSetObjectiveHusaZHU,SII

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ChecklistforManagerObjectives

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ChecklistforManagerObjectives

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EVOLVINGCONCEPTSINMBO

Managementbyobjectivesisacomprehensivemanagerialsystemthatintegratesmanykeymanagerialactivitiesina

systematicmanner.

Goal-drivenandsuccess-oriented

managementsystem

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ManagementbyObjectives(MBO)

-specificperformancegoalsarejointlydeterminedbyemployeesandtheirmanagers

progresstowardaccomplishingthesegoalsis

periodicallyreviewed

rewardsareallocatedonthebasisofthisprogress

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ManagementbyObjectives(MBO)

MBOconsistsoffourelements

?goalspecificity

?participativedecisionmaking

?explicittimeperiod

?performancefeedback(task-oriented)

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SystemsApproachtHouaZHU,SII

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BenefitsofManagementbyObjectives

Motivational

Cleargoals

Improvemanagingthroughresults-orientedplanning

Clarifyorganizationalroles,structuresandthedelegationofauthority

Facilitateeffectivecontrolling

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FailuresofManagementbyObjectives

FailuretoteachMBO(howitworks?Whyitisbeingdone?Howparticipantscanbenefit?)

Difficultyinsettingverifiablegoalswithflexibility,sotheremightbequestionablebehavior

Overuseofquantitativegoalstowheretheyarenotapplicable

Lackofefficiency

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AnswerstoCaseQuestions

Adivisionmanagercandevelopverifiablegoals,asillustratedinthecase.

Theproblemhereisthatthedivisionheaddoesnotknowifthesearethesamegoalsthatthepresidentwouldhaveforthedivision.

Itisalwaysagoodideatotestrealitywiththeboss.

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AnswerstoCaseQuestions

Adivisionmanagercandevelopverifiablegoals,asillustratedinthecase.

Theproblemhereisthatthedivisionheaddoesnotknow