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Chapter 7 Foundations Of Planning

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Chapter 7 FOUNDATIONS OF PLANNING 7.1 © 2003 Pearson Education Canada Inc.
LEARNING OBJECTIVES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.2
LEARNING OBJECTIVES (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],7.3
WHAT IS PLANNING? ,[object Object],[object Object],[object Object],[object Object],7.4
WHY DO MANAGERS PLAN? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.5
WHY DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],7.6
HOW DO MANAGERS PLAN? ,[object Object],[object Object],[object Object],[object Object],[object Object],7.7
STATED OBJECTIVES FROM LARGE COMPANIES (Exhibit 7.1) 7.8
HOW DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.9
HOW DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.10
TYPES OF PLANS Breadth Strategic Operational Time Frame Long term Short term Specificity Directional Specific Frequency of Use Single use Standing 7.11
HOW DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.12
SPECIFIC VERSUS DIRECTIONAL PLANS (Exhibit 7.3) 7.13 © 2003 Pearson Education Canada Inc.
HOW DO MANAGERS PLAN (continued) ,[object Object],[object Object],[object Object],[object Object],7.14
HOW DO MANAGERS PLAN (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.15
TRADITIONAL OBJECTIVE SETTING (Exhibit 7.4) 7.16 © 2003 Pearson Education Canada Inc. Individual Employee’s Objective Top Management’s Objective Department Manager’s Objective Division Manager’s Objective “ Increase profits, regardless of the means” “ I want to see a significant improvement in this division’s profits” “ We need to improve the company’s performance” “ Don’t worry about quality: just work fast”
HOW DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.17
STEPS IN A TYPICAL MBO PROGRAM (Exhibit 7.5) 7.18 © 2003 Pearson Education Canada Inc.
HOW DO MANAGERS PLAN (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.19
HOW DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.20
HOW DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.21
HOW DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],7.22
PLANNING IN THE HIERARCHY OF ORGANIZATIONS (Exhibit 7.7) Top Executives Middle-Level Managers First-Level Managers © 2003 Pearson Education Canada Inc. 7.23 Strategic Planning Operational Planning
HOW DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],7.24
HOW DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.25
HOW DO MANAGERS PLAN? (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.26
CONTEMPORARY ISSUES IN PLANNING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.27
CONTEMPORARY ISSUES IN PLANNING (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7.28
CONTEMPORARY ISSUES IN PLANNING (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],7.29

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Chapter 7 Foundations Of Planning

  • 1. Chapter 7 FOUNDATIONS OF PLANNING 7.1 © 2003 Pearson Education Canada Inc.
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  • 8. STATED OBJECTIVES FROM LARGE COMPANIES (Exhibit 7.1) 7.8
  • 9.
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  • 11. TYPES OF PLANS Breadth Strategic Operational Time Frame Long term Short term Specificity Directional Specific Frequency of Use Single use Standing 7.11
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  • 13. SPECIFIC VERSUS DIRECTIONAL PLANS (Exhibit 7.3) 7.13 © 2003 Pearson Education Canada Inc.
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  • 16. TRADITIONAL OBJECTIVE SETTING (Exhibit 7.4) 7.16 © 2003 Pearson Education Canada Inc. Individual Employee’s Objective Top Management’s Objective Department Manager’s Objective Division Manager’s Objective “ Increase profits, regardless of the means” “ I want to see a significant improvement in this division’s profits” “ We need to improve the company’s performance” “ Don’t worry about quality: just work fast”
  • 17.
  • 18. STEPS IN A TYPICAL MBO PROGRAM (Exhibit 7.5) 7.18 © 2003 Pearson Education Canada Inc.
  • 19.
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  • 23. PLANNING IN THE HIERARCHY OF ORGANIZATIONS (Exhibit 7.7) Top Executives Middle-Level Managers First-Level Managers © 2003 Pearson Education Canada Inc. 7.23 Strategic Planning Operational Planning
  • 24.
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  • 29.

Notes de l'éditeur

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