管理学罗宾斯第11版08bqnb.pptx

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1、Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-1 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Ma

2、ry Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-2 Define the nature and purpose of planningClassify the types of goals organizations might have and the plans they useCompare and contrast approaches to goal-setting and planningDiscuss contemporary issues in planningCopyright 2012 Pe

3、arson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-3 What Is Planning?Planning-a primary managerial activity that involves:Defining the organizations goalsEstablishing an overall strateg

4、y for achieving those goalsDeveloping plans for organizational work activitiesCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-4 Formal PlanningFormal planningSpecific

5、 goals covering a specific time periodWritten and shared with organizational membersCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-5 Why Do Managers Plan?Purposes of

6、 PlanningProvides directionReduces uncertaintyMinimizes waste and redundancySets the standards for controllingCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-6 Planni

7、ng and PerformanceFormal planning is associated with:Higher profits and returns on assetsPositive financial resultsThe quality of planning and implementation affects performance more than the extent of planningThe external environment can reduce the impact of planning on performanceCopyright 2012 Pe

8、arson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-7 Elements of PlanningGoals(also Objectives)Desired outcomes for individuals,groups,or entire organizationsProvide direction and evalua

9、tion performance criteriaPlansDocuments that outline how goals are to be accomplishedDescribe how resources are to be allocated and establish activity schedulesCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson E

10、ducation,Inc.publishing as Prentice Hall8-8 Types of GoalsFinancial 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 Educati

11、on,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-9 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Educati

12、on,Inc.publishing as Prentice Hall8-10 Types of PlansStrategic PlansEstablish the organizations overall goalsSeek to position the organization in terms of its environmentCover extended periods of timeOperational PlansSpecify the details of how the overall goals are to be achievedCover a short time p

13、eriodCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-11 Types of PlansLong-Term Plans Time frames extending beyond three years.Short-Term PlansTime frames of one year

14、 or less.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-12 Types of PlansSpecific PlansPlans that are clearly defined and leave no room for interpretation.Directiona

15、l PlansFlexible plans that set out general guidelines and provide focus,yet allow discretion in implementation.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-13 Type

16、s of PlansSingle-Use PlanA one-time plan specifically designed to meet the need of a unique situation.Standing PlansOngoing plans that provide guidance for activities performed repeatedly.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbin

17、s&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-14 Traditional Goal SettingBroad goals 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 fo

18、cus as lower-level managers attempt to interpret and define the goals for their areas of responsibility.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-15 Exhibit 8-2

19、:The Downsideof Traditional Goal SettingCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-16 Means-Ends ChainThe integrated network of goals that results from establish

20、ing a clearly-defined hierarchy of organizational goals.Achievement of lower-level goals is the means by which to reach higher-level goals(ends).Maintaining the Hierarchy of GoalsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Co

21、ulter2012 Pearson Education,Inc.publishing as Prentice Hall8-17 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.Management By Objectives(MBO)Copyr

22、ight 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-18 Management By Objectives(MBO)Key elements of MBO:goal specificityparticipative decision makingan explicit performance/ev

23、aluation periodfeedbackCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-19 Exhibit 8-3:Steps in a Typical MBO ProgramCopyright 2012 Pearson Education,Inc.Publishing as

24、 Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-20 Does MBO Work?Reason for MBO SuccessTop management commitment and involvementPotential Problems with MBO ProgramsAre less effective in dynamic environments that requ

25、ire constant resetting of goalsOveremphasis on individual accomplishment may create problems with teamworkAllowing the MBO program to become an annual paperwork shuffleCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 P

26、earson Education,Inc.publishing as Prentice Hall8-21 Exhibit 8-4:Well-Written GoalsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-22 Steps in Goal Setting1.Review th

27、e organizations mission statement.Do goals reflect the mission?2.Evaluate available resources.Are resources sufficient to accomplish the mission?3.Determine goals individually or with others.Are goals specific,measurable,and timely?Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Man

28、agement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-23 Steps in Goal Setting4.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,reso

29、urces,or goals?Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-24 Contingency Factors in PlanningManagers level in the organizationStrategic plans at higher levelsOpe

30、rational plans at lower levelsDegree of environmental uncertaintyStable environment:specific plansDynamic environment:specific but flexible plansCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.pu

31、blishing as Prentice Hall8-25 Contingency Factors in PlanningLength of future commitmentsCommitment Concept:Current plans affecting future commitments must be sufficiently long-term in order to meet those commitments.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Elevent

32、h Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-26 Exhibit 8-5:Planning in the Hierarchy OrganizationsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Educatio

33、n,Inc.publishing as Prentice Hall8-27 Approaches to PlanningEstablishing a formal planning departmentCreate a group of planning specialists that help managers write organizational plans.Planning is a function of management;it should never become the sole responsibility of planners.Copyright 2012 Pea

34、rson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-28 Approaches to PlanningInvolving organizational members in the processPlans are developed by members of organizational units at variou

35、s levels and then coordinated with other units across the organization.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-29 Criticisms of PlanningPlanning may create ri

36、gidity.Plans cannot be developed for dynamic environments.Formal plans cannot replace intuition and creativity.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-30 Crit

37、icisms of PlanningPlanning focuses managers attention on todays competitionnot tomorrows survival.Formal planning reinforces todays success,which may lead to tomorrows failure.Planning isnt enough.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen

38、 P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-31 Planning in Dynamic EnvironmentsDevelop plans that are specific but flexible.Understand that planning is an ongoing process.Change plans when conditions warrant alterations.Copyright 2012 Pearson Education,Inc.Publishi

39、ng as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-32 Planning in Dynamic EnvironmentsPersistence in planning eventually pays off.Flatten the organizational hierarchy to foster the development of planning skills at

40、 all organizational levels.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-33 Terms to Knowplanninggoalsplansstated goalsreal goalsframingstrategic plansoperational p

41、lanslong-term plansshort-term plansspecific plansdirectional planssingle-use planstanding planstraditional goal settingmeans-ends chainmanagement by objectives(MBO)missioncommitment conceptformal planning departmentCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-34