Contents.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall,Inc.All rights reserved.,7,*,ninth edition,STEPHEN P.ROBBINS,PowerPoint Presentation by Charlie CookThe University of West Alabama,MARY COULTER,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall,Inc.All rights reserved.,2007 Prentice Hall,Inc.All rights reserved.,Foundations of Planning,Chapter,7,呛口小辣椒博客,2007 Prentice Hall,Inc.All rights reserved.,7,2,Contents,1.,What,Is Planning?,2.,Why,Do Managers Plan?,3.Planning and Performance,4.,How,Do Managers Plan?,5.Establishing Goals and Developing Plans(*),6.Contemporary Issues in Planning,2007 Prentice Hall,Inc.All rights reserved.,7,3,1.What Is Planning?,Planning,（規劃）,A primary managerial activity,(POLC),that involves:,Defining the organizations,goals,Establishing an overall,strategy,for achieving those goals,Developing,plans,for organizational work activities.,（計畫）,Types of planning,Informal:,not written down,short-term focus;specific to an organizational unit.,Formal:,written,specific,and long-term focus,involves shared goals for the organization.,2007 Prentice Hall,Inc.All rights reserved.,7,4,2.Why Do Managers Plan?,未戰而廟算勝者，得勝多也。,Proper prior planning prevents poor performance.,No plan vs.micro-management,沒有一次成功的戰役是按照計畫進行的。,紙上畫畫,Purposes of Planning,Provides direction,Reduces uncertainty,Minimizes waste and redundancy,Sets the standards for,controlling,2007 Prentice Hall,Inc.All rights reserved.,7,5,3.Planning and Performance,Relationship Between Planning&Performance,Formal planning is associated with 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.,2007 Prentice Hall,Inc.All rights reserved.,7,6,4.How Do Managers Plan?,Elements of Planning,Goals(Objectives),Desired outcomes for individuals,groups,or entire organizations,Provide 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 schedules,2007 Prentice Hall,Inc.All rights reserved.,7,7,要浪漫的願景，也要務實的規劃,1.,推測外界環境需求,2.分析內部資源及能力,3.積極主動訂定目標，採取綜效行動，消除差異,e.g.,Ivery Lee,2007 Prentice Hall,Inc.All rights reserved.,7,8,Types of Goals,Financial Goals,Are related to the expected internal financial performance of the organization.,Strategic Goals,Are related to the performance of the firm relative to factors in its external environment(e.g.,competitors).,2007 Prentice Hall,Inc.All rights reserved.,7,9,Stated Goals versus Real Goals,Broadly-worded official statements of the organization(intended for public consumption)that may be irrelevant to its real goals(what actually goes on in the organization).,(e.g.,FBC,三好一公道，燈塔理念，劉達智,),2007 Prentice Hall,Inc.All rights reserved.,7,10,Exhibit 72Types of Plans,2007 Prentice Hall,Inc.All rights reserved.,7,11,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 short time period.,2007 Prentice Hall,Inc.All rights reserved.,7,12,Types of Plans(contd),Long-Term Plans,Plans with time frames extending beyond three years,Short-Term Plans,Plans with time frames on one year or less,Specific Plans,Plans that are clearly defined and leave no room for interpretation.,(e.g.,CFP),Directional Plans,Flexible plans that set out general guidelines,provide focus,yet allow discretion in implementation.,2007 Prentice Hall,Inc.All rights reserved.,7,13,Exhibit 73Specific Versus Directional Plans,2007 Prentice Hall,Inc.All rights reserved.,7,14,Types of Plans(contd),Single-Use Plan,A one-time plan specifically designed to meet the need of a unique situation.,Standing Plans,Ongoing plans that provide guidance for activities performed repeatedly.,2007 Prentice Hall,Inc.All rights reserved.,7,15,5.Establishing Goals and Developing Plans,Traditional Goal Setting,Broad goals are set at the top of the organization.,Goals are then broken into subgoals for each organizational level.,Assumes that top management knows best because they can see the“big picture.”,(e.g.,bossism),Goals are intended to direct,guide,and constrain from above.,2007 Prentice Hall,Inc.All rights reserved.,7,16,Exhibit 74The Downside of Traditional Goal Setting,2007 Prentice Hall,Inc.All rights reserved.,7,17,Establishing Goals and Developing Plans (contd),Maintaining the Hierarchy of Goals,MeansEnds 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 to reach higher-level goals(ends).,南宮博士給小飛俠的信,2007 Prentice Hall,Inc.All rights reserved.,7,18,Establishing Goals and Developing Plans (contd),Management By Objectives(MBO),Specific performance goals are jointly determined by employees and managers.,Progress toward accomplishing goals is periodically reviewed.,Rewards are allocated on the basis of progress towards the goals.,Key elements of MBO:,Goal specificity,participative decision making,an explicit performance/evaluation period,feedback,2007 Prentice Hall,Inc.All rights reserved.,7,19,Exhibit 75Steps in a Typical MBO Program,The organizations,overall objectives and strategies,are formulated.,(e.g.,synergy),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 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,.,2007 Prentice Hall,Inc.All rights reserved.,7,20,Does MBO Work?,*,Management By whose Objectives?,Manipulating By Objectives?,*Reason for MBO Success,Top management commitment and involvement,*Potential Problems with MBO Programs,Not as effective in dynamic environments that require constant resetting of goals.,Overemphasis on individual accomplishment may create problems with teamwork.,Allowing the MBO program to become an annual paperwork shuffle.,2007 Prentice Hall,Inc.All rights reserved.,7,21,Exhibit 76Characteristics of Well-Designed Goals,1.Written in terms of outcomes,not actions,2.Measurable and quantifiable,3.Clear as to time frame,e.g.,William Lab.,4.Challenging yet attainable,5.Written down,6.Communicated to all necessary organizational members,2007 Prentice Hall,Inc.All rights reserved.,7,22,討論：目標設定之原則,1,.,Smart:,Specific,Measurable,Achievable,Result-Oriented,Timely,2.Kiss:,Keep it simple and short.,Keep it simple,stupid.,2007 Prentice Hall,Inc.All rights reserved.,7,23,台北市交通白皮書,承諾的施政成績,2007 Prentice Hall,Inc.All rights reserved.,7,24,錸德科技,規劃,1111,願景,每個員工有,1,棟房子,公司經營績效擠進國內前,10,大,培養,100,個專業經理,2005,年時，年營收達,1000,億元目標,e.g.,0941,2007 Prentice Hall,Inc.All rights reserved.,7,25,Steps in Goal Setting,Review the organizations mission statement.,Evaluate available resources.,Determine goals individually or with others.,Write down the goals and communicate them.,Review results and whether goals are being met.,e.g.,1.,承諾前可討論，承諾後使命必達。,2.P.F.Drucker,的三個導師,2007 Prentice Hall,Inc.All rights reserved.,7,26,Developing Plans,Contingency Factors in A Managers 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 but flexible plans,Length of future commitments,Commitment Concept,2007 Prentice Hall,Inc.All rights reserved.,7,27,Exhibit 77Planning in the Hierarchy of Organizations,2007 Prentice Hall,Inc.All rights reserved.,7,28,Approaches to Planning,Establishing a formal planning department,A group of planning specialists who,help,managers write organizational plans.,Involving organizational members in the process,2007 Prentice Hall,Inc.All rights reserved.,7,29,6.Contemporary Issues in Planning,Criticisms of Planning,：,計畫趕不上變化,Planning may create rigidity.,Plans cannot be developed for dynamic environments.,(e.g.,國泰,vs.,安泰,),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.,(e.g.,Icarus,Wang Laboratories),2007 Prentice Hall,Inc.All rights reserved.,7,30,Contemporary Issues in Planning(contd),Effective Planning in Dynamic Environments,Develop plans that are specific but flexible.,(e.g.,Royal Dutch/Shell,Scenario-based planning),Understand that planning is an ongoing process.,(e.g.,毛治國,Muddling through with a purpose),Change plans when conditions warrant.,Persistence in planning eventually pay off.,Flatten the organizational hierarchy to foster the development of planning skills at all organizational levels.,2007 Prentice Hall,Inc.All rights reserved.,7,31,補充,:,Team work,1.,Case study:a managers dilemma(p.213),2.Thinking critically about ethics(p.227),3.Internet-based exercise,(p.230):1,4.,Team-based exercise(p.233),5.Ethical Dilemma Exercise,(p.233),2007 Prentice Hall,Inc.All rights reserved.,7,32,回顧,1.,Planning VS.Plan,2.,Stated,VS.Real objectives,3.Strategic VS.Operational plan,