《管理学教学资料》chapter7.ppt

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1、管理学教学资料chapter-7,管理学教学资料chapter-7,Goal is the starting point of management,To establish a clear and proper goal is the precondition for scientific management and the foundation of all work,Importance of goal,Goal - the criteria for decision making,Good goals can motivate employees,Goal attainment is

2、 the standard for measuring work,Goal the guidance for action of all work,Goal is the starting point of,Life path of Harvard Elites,Conclusion：goals impose great influence upon ones life,Life path of Harvard ElitesCon,Features of organizational goals,1)difference2) diversity3) hierarchy4) timeframe,

3、Features of organizational goa,1. 1 Why not planning？,No time to planPlanning is uselessNot know how to make a planPlan will become a restrainWhat is planned can not be finishedThe situation is changing too fast for the plan to follow,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hal

4、l,75,1. 1 Why not planning？No time,1. 2 Why plan?,direction assemble resourcesObjectives action guidelinesPathway reduce uncertaintyMethods improve efficiencyResponsibilities motivating Measuring/controlling achievements and success,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,

5、76,1. 2 Why plan? direction,1.3 Importance of Planning - Planning is most important managerial activity - In China, planning is not attached enough importance in real work,I often have great objectives, why cannot they be realized?,According to management theories, if there is no good planning and i

6、mplementation, objectives will not be realized,1.3 Importance of Planning -,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,78,1. 2 Why Do Managers Plan?,Purposes of PlanningProvides direction 给管理者与非管理者指明了行动的方向Reduces uncertainty 能够减少变化的影响Minimizes waste and redundancy 减少活动的重叠和浪费S

7、ets the standards for controlling 计划设定目标和标准可以用于控制,Copyright 2010 Pearson Educa,1.4 what is planning,PlanningA primary managerial activity that involves:Defining the organizations goalsEstablishing an overall strategy for achieving those goalsDeveloping plans for organizational work activitiesFormal

8、planningSpecific goals covering a specific time periodWritten and shared with organizational members,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,79,1.4 what is planning PlanningC,1.5 Content of planning,ElementsPreconditionObjectivesGoalsStrategiesDutiesTime scheduleExtentBudg

9、etMeasures for contingency,ContentPrediction，assumption，conditionsFinal results， work requirementsReasons， significanceBasic methods， main tacticsPersonnel，bonus and punishment policiesStarting and finishing time work scheduleOrganization level and geographic scopeExpenses， costPlan for the worst si

10、tuation,Under what situation is plan effectiveWhat should be doneWhyHowWhoWhenWhere， what departmentshow much resourcesIn case of。,Planning is prediction， arrangement，and adaptive coping with future activity,1.5 Content of planningElement,Copyright 2010 Pearson Education, Inc. Publishing as Prentice

11、 Hall,711,1.4 What Is Planning?,Plan Methods, ways and time schedules for realizing organizations goals (计划是实现组织目标的方法、途径和时间表） Managerial document about the organizations direction, activities and ways in a certain period of time in future (计划是未来一定时期内，关于组织行功方向、内容和方式的管理文件）,Copyright 2010 Pearson Educa

12、,1.6 Different forms of plans,宗旨(mission)：目的或使命目标(goals)：行动要达到的结果战略(strategies)：业务范围、配置资源政策(policies)：决策的指南、方针与指导原则程序(procedures)：行动的时间顺序和步骤、办事手续规则(rules)：如何做及允许或不允许做的规定规划 (Planning)：包括目标、策略、政策、规则等综合性计划预算(budget)：数字化的规划,1.6 Different forms of plans宗旨,Copyright 2010 Pearson Education, Inc. Publishing

13、 as Prentice Hall,713,1.7 Planning and Performance,The Relationship Between Planning and PerformanceFormal planning is associated with:Higher profits and returns on assets.Positive financial results.正式计划通常与更高的利润、更高的资产报酬率及其它积极的财务成果相联系；The quality of planning and implementation affects performance mor

14、e than the extent of planning.高质量的计划过程和恰当的实施过程比泛泛的计划更可以导致较高的效率；The external environment can reduce the impact of planning on performance.凡是正式计划未能导致高绩效的情况，一般都是因为环境的原因。 Formal planning must be used for several years before planning begins to affect performance.,Copyright 2010 Pearson Educa,Copyright 2

15、010 Pearson Education, Inc. Publishing as Prentice Hall,714,1.8 How Do Managers Plan?,Elements of PlanningGoals (also Objectives)Desired outcomes for individuals, groups, or entire organizationsProvide direction and evaluation performance criteriaPlansDocuments that outline how goals are to be accom

16、plishedDescribe how resources are to be allocated and establish activity schedules,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,715,2.Types of Goals,Financial GoalsAre related to the expected internal financial performance of the organization.Strate

17、gic GoalsAre related to the performance of the firm relative to factors in its external environment (e.g., competitors).Stated Goals versus Real GoalsBroadly-worded official statements of the organization (intended for public consumption) that may be irrelevant to its real goals (what actually goes

18、on in the organization).,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,716,Exhibit 71Types of Plans,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,717,4. Types of Plans - breadth,Strategic PlansApply t

19、o the entire organization.Establish the organizations overall goals.Seek to position the organization in terms of its environment.Cover extended periods of time.Operational PlansSpecify the details of how the overall goals are to be achieved.Cover a short time period.,Copyright 2010 Pearson Educa,Co

20、pyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,718,3. Types of Plans time frame,Long-Term PlansPlans with time frames extending beyond three yearsShort-Term PlansPlans with time frames of one year or less,Copyright 2010 Pearson Educa,3. Types of Plans specificity,Specific PlansPlan

21、s that are clearly defined and leave no room for interpretationDirectional PlansFlexible plans that set out general guidelines and provide focus, yet allow discretion in implementation,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,719,3. Types of Plans time frame,3. Types of Pla

22、ns time frame,3. Types of Plans specificit,Specific Versus Directional Plans, Prentice Hall, 2002,7-20,Specific Versus Directional Pl,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,721,3. Types of Plans frequency of use,Single-Use PlanA one-time plan specifically designed to meet

23、 the need of a unique situation.Standing PlansOngoing plans that provide guidance for activities performed repeatedly.,Copyright 2010 Pearson Educa,4. Plan making 4.1 plan making process,Defining objectives or tasks,Identifying preconditions and limiting conditions for planning,Formulating strategie

24、s and action plan,Allocate personnel and define responsibilities,Formulate work schedule,Reasonably allocate resources,Formulating adaptive measures,Plan making process,How to allocate resources,How to assign duties,How to determine work schedule,4. Plan making 4.1 plan makin,Plan making process,明确

25、任 务 或 目 标,制 订 战 略 方 案,明确 计 划 前 提 条 件,落实人选明确责任,制订进度表,制 订 应 变 措 施,计划草案,如何确定,进度？,如何合理配置资源？,如何落实,责任？,分Plan making process明制 明落实人选明确,4.2 Plan making techniques,1）Program Evaluation and Review Techniques（网络计划技术）2） Gantt Chart （甘特图）3） Rolling Plan Technique （滚动计划法）,Copyright 2010 Pearson Education, Inc. Pu

26、blishing as Prentice Hall,724,4.2 Plan making techniques1）Pr,A,2,B,1,3,4,5,6,7,4,2,6,D,8,E,F,4,G,10,H,4,1）Program Evaluation and Review Techniques（网络计划技术）箭线C,节点,关键路线,4网络图由箭线、节点、虚箭线和路线组成,A2B134567426D8EF4G10H41）Progra,2） Gantt Chart （甘特图）进,度,计划,实际,A,B,C,D,活动,T时刻,2） Gantt Chart （甘特图）度计划实际ABCD,3） Rolli

27、ng Plan Technique （滚动计划法）环境的变化环境的变化环境的变化滚动计划法（Rolling plan technique）：将短期计划、中期计划和长期计划有机地结合,2008年2009年2010年具体较粗粗2010年2011年,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,728,5. Developing Plans,Contingency Factors in a Managers PlanningManagers level in the organizationStrategic p

28、lans at higher levelsOperational plans at lower levelsDegree of environmental uncertaintyStable environment: specific plansDynamic environment: specific but flexible plansLength of future commitmentsCommitment Concept: current plans affecting future commitments must be sufficiently long-term to meet

29、 those commitments.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,729,Exhibit 75 Planning in the Hierarchy of Organizations,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,730,5. Approaches to Planning,

30、Establishing a formal planning departmentA group of planning specialists who help managers write organizational plans.Planning is a function of management; it should never become the sole responsibility of planners.Involving organizational members in the processPlans are developed by members of orga

31、nizational units at various levels and then coordinated with other units across the organization.,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,731,6. Contemporary Issues in Planning,Criticisms of PlanningPlanning may create rigidity.Plans cannot be

32、developed for dynamic environments.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.Just planning isnt enough.,Copyright 2010 Pearson Ed

33、uca,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,732,6. Contemporary Issues in Planning (contd),Effective Planning in Dynamic EnvironmentsDevelop plans that are specific but flexible.Understand that planning is an ongoing process.Change plans when conditions warrant.Persistence

34、 in planning eventually pay off.Flatten the organizational hierarchy to foster the development of planning skills at all organizational levels.,Copyright 2010 Pearson Educa,7. Organization mission organization and goal,7.1 Organization mission：organization basic functions endowed by society. It expl

35、ains why the organization exists in the society and how it differs from other organizationSchoolsMilitaryHospitalenterprise,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,733,7. Organization mission organi,7.2 functions of organization objectives,Objective - the basis for decisio

36、n makingObjective is direction guide us focus our attentionObjective - basis for coordinating the work between departments Objectives - milestone let us know where we are and how far away we are.Objectives define responsibilities, define expectation of each employeeObjectives - motivating usObjectiv

37、es attainment is the standards for measuring work,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,734,7.2 functions of organization,7.3 features of organization objectives,1) difference2) diversity3) hierarchy4) timeframe,Copyright 2010 Pearson Education, Inc. Publishing as Prenti

38、ce Hall,735,7.3 features of organization o,7.4 principles for objectives making,1.) meet the demands of society or market2) to improve the organizations efficiency3) objectives should be advanced4) objectives should be based on social responsibility,Copyright 2010 Pearson Education, Inc. Publishing

39、as Prentice Hall,736,7.4 principles for objectives,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,737,7. 5 Setting Goals and Developing Plans,Traditional Goal SettingBroad goals are set at the top of the organization.Goals are then broken into sub-goals for each organizational le

40、vel.Assumes that top management knows best because they can see the “big picture.”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 responsibility.,Copyright 2010 Pearson Edu

41、ca,The Downside of Traditional Goal Setting,The Downside of Traditional Go,Goals Chain,Overall organizational objectives,Divisional objectives,Departmental objectives,Individual objectives,组织中心型、个人中心型、成果中心型,Goals ChainOverall organizatio,Copyright 2010 Pearson Education, Inc. Publishing as Prentice

42、Hall,740,Maintaining the Hierarchy of GoalsMeansEnds ChainThe 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).,7.6 Setting Goals and Developing Pla

43、ns,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,741,Management By Objectives (MBO)Specific performance goals are jointly determined by employees and managers.雇员与他的管理者共同确定具体的绩效目标Progress toward accomplishing goals is periodically reviewed.定期评审实现目标方面的

44、进展情况Rewards are allocated on the basis of progress towards the goals.基于实现目标方面的进展进行奖励,8. Setting Goals and Developing Plans,Copyright 2010 Pearson Educa,5 Key elements of MBO:,Goal specificity 确定目标participative decision making 参与决策Specific timeframe明确期限an explicit performance/evaluation period, feedb

45、ack 绩效反馈,5 Key elements of MBO:Goal sp,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,743,5.5 Steps in a Typical MBO Program,The organizations overall objectives and strategies are formulated. 制定组织的全局目标和战略2. Major objectives are allocated among divisional and departmental units.

46、在事业部与功能部门之间分解目标3. Unit managers collaboratively set specific objectives for their units with their managers.部门管理者与其下属单位的管理者共同制定他们的具体目标4. Specific objectives are collaboratively set with all department members.单位管理者与该单位全体成员共同设定每个人的具体目标,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, In

47、c. Publishing as Prentice Hall,744,5.5 Steps in a Typical MBO Program,Action plans, defining how objectives are to be achieved, are specified and agreed upon by managers and employees. 在管理者与雇员之间就如何实现目标的具体行动计划达成协议6. The action plans are implemented. 实施行动计划7. Progress toward objectives is periodically

48、 reviewed, and feedback is provided. 定期检查实现目标的进展情况，并提供反馈8. Successful achievement of objectives is reinforced by performance-based rewards目标的成功实现得到基于绩效的奖励的强化,Copyright 2010 Pearson Educa,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,745,5. 6 Does MBO Work?,Reason for MBO Success

49、Top management commitment and involvementPotential Problems with MBO ProgramsNot 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.,C

50、opyright 2010 Pearson Educa,5.7 Objective criteria - SMART,SSimple 简洁MMeasurable 可衡量、定量化AAttainable/Available 可实现RRelevant 与组织发展战略相关的TTime limit 有明确的时间界限,5.7 Objective criteria - SMA,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,747,6.8 Steps in Goal Setting,Review the organizat