《管理學(xué)教學(xué)資料》chapter-7

1、管理學(xué)教學(xué)資料chapter-7管理學(xué)教學(xué)資料chapter-7Goal is the starting point of managementTo establish a clear and proper goal is the precondition for scientific management and the foundation of all workImportance of goalGoal - the criteria for decision makingGood goals can motivate employeesGoal the foundation for c

2、oordinating the relationship between positions and departmentsGoal attainment is the standard for measuring workGoal the guidance for action of all workGoal is the starting point of Life path of Harvard ElitesConclusion：goals impose great influence upon ones life10% Clear and short term goal3%Clear

3、and long term goal27% No goals60%Vague goalsIn 19703%Successful in different fields10%Continuously realize their short term goals, professionals in all walks of life60%Middle and low level with stable work and life, with no outstanding success27%Miserable life, lots of complaints about the society a

4、nd other peopleIn 1995Life path of Harvard ElitesConFeatures of organizational goals1)difference2) diversity3) hierarchy4) timeframeFeatures of organizational goa1. 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 f

5、inishedThe situation is changing too fast for the plan to followCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall751. 1 Why not planning？No time 1. 2 Why plan? direction assemble resourcesObjectives action guidelinesPathway reduce uncertaintyMethods improve efficiencyResponsibilitie

6、s motivating Measuring/controlling achievements and successCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall761. 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 workI oft

7、en have great objectives, why cannot they be realized?According to management theories, if there is no good planning and implementation, objectives will not be realized1.3 Importance of Planning -Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall781. 2 Why Do Managers Plan?Purposes o

8、f PlanningProvides direction 給管理者與非管理者指明了行動(dòng)的方向Reduces uncertainty 能夠減少變化的影響Minimizes waste and redundancy 減少活動(dòng)的重疊和浪費(fèi)Sets the standards for controlling 計(jì)劃設(shè)定目標(biāo)和標(biāo)準(zhǔn)可以用于控制Copyright 2010 Pearson Educa1.4 what is planning PlanningA primary managerial activity that involves:Defining the organizations goalsE

9、stablishing an overall strategy for achieving those goalsDeveloping plans for organizational work activitiesFormal planningSpecific goals covering a specific time periodWritten and shared with organizational membersCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall791.4 what is plann

10、ing PlanningC1.5 Content of planningElementsPreconditionObjectivesGoalsStrategiesDutiesTime scheduleExtentBudgetMeasures for contingencyContentPrediction，assumption，conditionsFinal results， work requirementsReasons， significanceBasic methods， main tacticsPersonnel，bonus and punishment policiesStarti

11、ng and finishing time work scheduleOrganization level and geographic scopeExpenses， costPlan for the worst situationUnder what situation is plan effectiveWhat should be doneWhyHowWhoWhenWhere， what departmentshow much resourcesIn case of。Planning is prediction， arrangement，and adaptive coping with f

12、uture activity1.5 Content of planningElementCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7111.4 What Is Planning?Plan Methods, ways and time schedules for realizing organizations goals (計(jì)劃是實(shí)現(xiàn)組織目標(biāo)的方法、途徑和時(shí)間表） Managerial document about the organizations direction, activities and wa

13、ys in a certain period of time in future (計(jì)劃是未來一定時(shí)期內(nèi)，關(guān)于組織行功方向、內(nèi)容和方式的管理文件）Copyright 2010 Pearson Educa1.6 Different forms of plans宗旨(mission)：目的或使命目標(biāo)(goals)：行動(dòng)要達(dá)到的結(jié)果戰(zhàn)略(strategies)：業(yè)務(wù)范圍、配置資源政策(policies)：決策的指南、方針與指導(dǎo)原則程序(procedures)：行動(dòng)的時(shí)間順序和步驟、辦事手續(xù)規(guī)則(rules)：如何做及允許或不允許做的規(guī)定規(guī)劃 (Planning)：包括目標(biāo)、策略、政策、規(guī)則等綜合性計(jì)

14、劃預(yù)算(budget)：數(shù)字化的規(guī)劃1.6 Different forms of plans宗旨Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7131.7 Planning and PerformanceThe Relationship Between Planning and PerformanceFormal planning is associated with:Higher profits and returns on assets.Positive financial results.正式計(jì)劃通常與

15、更高的利潤(rùn)、更高的資產(chǎn)報(bào)酬率及其它積極的財(cái)務(wù)成果相聯(lián)系；The quality of planning and implementation affects performance more than the extent of planning.高質(zhì)量的計(jì)劃過程和恰當(dāng)?shù)膶?shí)施過程比泛泛的計(jì)劃更可以導(dǎo)致較高的效率；The external environment can reduce the impact of planning on performance.凡是正式計(jì)劃未能導(dǎo)致高績(jī)效的情況，一般都是因?yàn)榄h(huán)境的原因。 Formal planning must be used for severa

16、l years before planning begins to affect performance.Copyright 2010 Pearson EducaCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7141.8 How Do Managers Plan?Elements of PlanningGoals (also Objectives)Desired outcomes for individuals, groups, or entire organizationsProvide direction

17、 and evaluation performance criteriaPlansDocuments that outline how goals are to be accomplishedDescribe how resources are to be allocated and establish activity schedulesCopyright 2010 Pearson EducaCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7152.Types of GoalsFinancial GoalsA

18、re related to the expected internal financial performance of the organization.Strategic 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 f

19、or public consumption) that may be irrelevant to its real goals (what actually goes on in the organization).Copyright 2010 Pearson EducaCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall716Exhibit 71Types of PlansCopyright 2010 Pearson EducaCopyright 2010 Pearson Education, Inc. Publ

20、ishing as Prentice Hall7174. Types of Plans - breadthStrategic PlansApply to 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 ar

21、e to be achieved.Cover a short time period.Copyright 2010 Pearson EducaCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7183. Types of Plans time frameLong-Term PlansPlans with time frames extending beyond three yearsShort-Term PlansPlans with time frames of one year or lessCopyrigh

22、t 2010 Pearson Educa3. Types of Plans specificitySpecific PlansPlans that are clearly defined and leave no room for interpretationDirectional PlansFlexible plans that set out general guidelines and provide focus, yet allow discretion in implementationCopyright 2010 Pearson Education, Inc. Publishing

23、 as Prentice Hall7193. Types of Plans time frame3. Types of Plans time frame3. Types of Plans specificitSpecific Versus Directional Plans Prentice Hall, 20027-20Specific Versus Directional PlCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7213. Types of Plans frequency of useSingle

24、-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 2010 Pearson Educa4. Plan making 4.1 plan making processDefining objectives or tasksIdentifying preconditions and limi

25、ting conditions for planningFormulating strategies and action planAllocate personnel and define responsibilitiesFormulate work schedule Reasonably allocate resourcesFormulating adaptive measuresPlan making processHow to allocate resourcesHow to assign dutiesHow to determine work schedule4. Plan maki

26、ng 4.1 plan makin分配資源Plan making process明確 任 務(wù) 或 目 標(biāo) 制 訂 戰(zhàn) 略 方 案 明確 計(jì) 劃 前 提 條 件 落實(shí)人選明確責(zé)任制訂進(jìn)度表制 訂 應(yīng) 變 措 施 計(jì)劃草案如何確定進(jìn)度？如何合理配置資源？如何落實(shí)責(zé)任？分Plan making process明制 明落實(shí)人選明確4.2 Plan making techniques1）Program Evaluation and Review Techniques（網(wǎng)絡(luò)計(jì)劃技術(shù)）2） Gantt Chart （甘特圖）3） Rolling Plan Technique （滾動(dòng)計(jì)劃法）Copyright

27、 2010 Pearson Education, Inc. Publishing as Prentice Hall7244.2 Plan making techniques1）PrA2B134567426D8EF4G10H41）Program Evaluation and Review Techniques（網(wǎng)絡(luò)計(jì)劃技術(shù)）箭線C節(jié)點(diǎn)關(guān)鍵路線4網(wǎng)絡(luò)圖由箭線、節(jié)點(diǎn)、虛箭線和路線組成A2B134567426D8EF4G10H41）Progra2） Gantt Chart （甘特圖）進(jìn)度計(jì)劃實(shí)際ABCD活動(dòng)T時(shí)刻2） Gantt Chart （甘特圖）度計(jì)劃實(shí)際ABCD2008年2009年2010年具

28、體較粗粗2010年2011年2012年具體較粗粗2009年2010年2011年具體較粗粗2007年2008年2009年具體較粗粗3） Rolling Plan Technique （滾動(dòng)計(jì)劃法）環(huán)境的變化環(huán)境的變化環(huán)境的變化滾動(dòng)計(jì)劃法（Rolling plan technique）：將短期計(jì)劃、中期計(jì)劃和長(zhǎng)期計(jì)劃有機(jī)地結(jié)合2008年2009年2010年具體較粗粗2010年2011年Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7285. Developing PlansContingency Factors

29、in a Managers PlanningManagers level in the organizationStrategic plans at higher levelsOperational plans at lower levelsDegree of environmental uncertaintyStable environment: specific plansDynamic environment: specific but flexible plansLength of future commitmentsCommitment Concept: current plans

30、affecting future commitments must be sufficiently long-term to meet those commitments.Copyright 2010 Pearson EducaCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall729Exhibit 75 Planning in the Hierarchy of OrganizationsCopyright 2010 Pearson EducaCopyright 2010 Pearson Education, In

31、c. Publishing as Prentice Hall7305. Approaches to PlanningEstablishing 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 me

32、mbers in the processPlans are developed by members of organizational units at various levels and then coordinated with other units across the organization.Copyright 2010 Pearson EducaCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7316. Contemporary Issues in PlanningCriticisms of

33、PlanningPlanning may create rigidity.Plans cannot be 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

34、.Just planning isnt enough.Copyright 2010 Pearson EducaCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7326. Contemporary Issues in Planning (contd)Effective Planning in Dynamic EnvironmentsDevelop plans that are specific but flexible.Understand that planning is an ongoing process.

35、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.Copyright 2010 Pearson Educa7. Organization mission organization and goal7.1 Organization mission：organizatio

36、n basic functions endowed by society. It explains why the organization exists in the society and how it differs from other organizationSchoolsMilitaryHospitalenterpriseCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7337. Organization mission organi7.2 functions of organization obj

37、ectivesObjective the basis for decision 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 employee

38、Objectives motivating usObjectives attainment is the standards for measuring workCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7347.2 functions of organization 7.3 features of organization objectives1) difference2) diversity3) hierarchy4) timeframeCopyright 2010 Pearson Education

39、, Inc. Publishing as Prentice Hall7357.3 features of organization o7.4 principles for objectives making1.) meet the demands of society or market2) to improve the organizations efficiency3) objectives should be advanced4) objectives should be based on social responsibilityCopyright 2010 Pearson Educa

40、tion, Inc. Publishing as Prentice Hall7367.4 principles for objectives Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7377. 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

41、 organizational level.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

42、 2010 Pearson EducaThe Downside of Traditional Goal SettingWe need to improve the companys performance 我們需要改進(jìn)公司的績(jī)效I want to see a significant improvement in this divisions profits我希望看到事業(yè)部利潤(rùn)的顯著增長(zhǎng)Increase profit regardless of means增加利潤(rùn)，不管用什么方法Dont worry about quality; just work fast不必耽心質(zhì)量，只管快干Top mana

43、gement objectives最高管理者的目標(biāo)Division managers objectives 事業(yè)部經(jīng)理的目標(biāo)Department managers objective部門管理者的目標(biāo)Individual Employees objective雇員個(gè)人的目標(biāo)The Downside of Traditional GoGoals ChainOverall organizational objectivesDivisional objectivesDepartmental objectivesIndividual objectives組織中心型、個(gè)人中心型、成果中心型Goals Ch

44、ainOverall organizatioCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall740 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 mean

45、s by which to reach higher-level goals (ends).7.6 Setting Goals and Developing PlansCopyright 2010 Pearson EducaCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall741Management By Objectives (MBO)Specific performance goals are jointly determined by employees and managers.雇員與他的管理者共同確定具

46、體的績(jī)效目標(biāo)Progress toward accomplishing goals is periodically reviewed.定期評(píng)審實(shí)現(xiàn)目標(biāo)方面的進(jìn)展情況Rewards are allocated on the basis of progress towards the goals.基于實(shí)現(xiàn)目標(biāo)方面的進(jìn)展進(jìn)行獎(jiǎng)勵(lì)8. Setting Goals and Developing PlansCopyright 2010 Pearson Educa5 Key elements of MBO:Goal specificity 確定目標(biāo)participative decision making

47、參與決策Specific timeframe明確期限an explicit performance/evaluation period, feedback 績(jī)效反饋5 Key elements of MBO:Goal spCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall7435.5 Steps in a Typical MBO ProgramThe organizations overall objectives and strategies are formulated. 制定組織的全局目標(biāo)和戰(zhàn)略2. Maj

48、or objectives are allocated among divisional and departmental units. 在事業(yè)部與功能部門之間分解目標(biāo)3. Unit managers collaboratively set specific objectives for their units with their managers.部門管理者與其下屬單位的管理者共同制定他們的具體目標(biāo)4. Specific objectives are collaboratively set with all department members.單位管理者與該單位全體成員共同設(shè)定每個(gè)人的具體目標(biāo)Copyright 2010 Pearson EducaCopyright 2010 Pearson Education, Inc. Pub