Soumettre la recherche
Mettre en ligne
Chapter 7management10theditionbyrobbinsandcoulter-130822065516-phpapp01
•
Télécharger en tant que PPT, PDF
•
1 j'aime
•
264 vues
W
waqas adeel
Suivre
management
Lire moins
Lire la suite
Business
Affichage du diaporama
Signaler
Partager
Affichage du diaporama
Signaler
Partager
1 sur 27
Télécharger maintenant
Recommandé
management by umar butt
management by umar butt
MUMARBUTT
Ch7 planning
Ch7 planning
Muhammad Salman
Chapter7foundationsofplanningppt07 100224000005-phpapp01
Chapter7foundationsofplanningppt07 100224000005-phpapp01
sheetslibrary
Foundations of Planing
Foundations of Planing
Rehan Saleem
Chapter 7: Foundations of Planning
Chapter 7: Foundations of Planning
Nardin A
Chapter 7 Foundations Of Planning
Chapter 7 Foundations Of Planning
management 2
Foundation of planing
Foundation of planing
Sandeep Mahto
Managerial Planning and Goal Setting
Managerial Planning and Goal Setting
mandalina landy
Recommandé
management by umar butt
management by umar butt
MUMARBUTT
Ch7 planning
Ch7 planning
Muhammad Salman
Chapter7foundationsofplanningppt07 100224000005-phpapp01
Chapter7foundationsofplanningppt07 100224000005-phpapp01
sheetslibrary
Foundations of Planing
Foundations of Planing
Rehan Saleem
Chapter 7: Foundations of Planning
Chapter 7: Foundations of Planning
Nardin A
Chapter 7 Foundations Of Planning
Chapter 7 Foundations Of Planning
management 2
Foundation of planing
Foundation of planing
Sandeep Mahto
Managerial Planning and Goal Setting
Managerial Planning and Goal Setting
mandalina landy
Planning
Planning
TariqAslam14
Principle of management Sumaira fatima Goals , traditional objective setting...
Principle of management Sumaira fatima Goals , traditional objective setting...
Sumaira Muzaffar Ali
13. Strategic Plan Guide
13. Strategic Plan Guide
Earl Stevens
Matrikulasi Manajemen Robbins 02
Matrikulasi Manajemen Robbins 02
Regen Said
Robbins9 ppt07
Robbins9 ppt07
Raviraj Prasad Kushwaha
FORMATION OF PLANING
FORMATION OF PLANING
Naeem Ashraf
Module3
Module3
mayaaam
Foundation of planning
Foundation of planning
Slides Presentation
Foundations of planning
Foundations of planning
Soetam Rizky
Week 5 foundation of planning - 05 02 2012
Week 5 foundation of planning - 05 02 2012
Ezzy Izzuddin
Mgt 2113 chapter 3
Mgt 2113 chapter 3
osmawati
Stu R C8e Ch07[1]
Stu R C8e Ch07[1]
D
Planning Seminar on Management
Planning Seminar on Management
DINAS PERHUBUNGAN KOTA PADANGSIDIMPUAN
Foundations of planning ppt @ bec doms bagalkot mba
Foundations of planning ppt @ bec doms bagalkot mba
Babasab Patil
Planning
Planning
osmawati
Chapter 7
Chapter 7
adeelmunir158
Foundations of planning
Foundations of planning
Abdul Wahab Raza
Plan and goal( Managerial Planning)
Plan and goal( Managerial Planning)
Glenda Papagayo
Foundation of planning
Foundation of planning
Muhammad Arslan Dilawar
SM presentation
SM presentation
Soumajit Nag
Ch 7 foundations of planning
Ch 7 foundations of planning
Nardin A
robbins9ppt07-131125144248-phpapp02.pdf
robbins9ppt07-131125144248-phpapp02.pdf
syedkaramalishah2
Contenu connexe
Tendances
Planning
Planning
TariqAslam14
Principle of management Sumaira fatima Goals , traditional objective setting...
Principle of management Sumaira fatima Goals , traditional objective setting...
Sumaira Muzaffar Ali
13. Strategic Plan Guide
13. Strategic Plan Guide
Earl Stevens
Matrikulasi Manajemen Robbins 02
Matrikulasi Manajemen Robbins 02
Regen Said
Robbins9 ppt07
Robbins9 ppt07
Raviraj Prasad Kushwaha
FORMATION OF PLANING
FORMATION OF PLANING
Naeem Ashraf
Module3
Module3
mayaaam
Foundation of planning
Foundation of planning
Slides Presentation
Foundations of planning
Foundations of planning
Soetam Rizky
Week 5 foundation of planning - 05 02 2012
Week 5 foundation of planning - 05 02 2012
Ezzy Izzuddin
Mgt 2113 chapter 3
Mgt 2113 chapter 3
osmawati
Stu R C8e Ch07[1]
Stu R C8e Ch07[1]
D
Planning Seminar on Management
Planning Seminar on Management
DINAS PERHUBUNGAN KOTA PADANGSIDIMPUAN
Foundations of planning ppt @ bec doms bagalkot mba
Foundations of planning ppt @ bec doms bagalkot mba
Babasab Patil
Planning
Planning
osmawati
Chapter 7
Chapter 7
adeelmunir158
Foundations of planning
Foundations of planning
Abdul Wahab Raza
Plan and goal( Managerial Planning)
Plan and goal( Managerial Planning)
Glenda Papagayo
Foundation of planning
Foundation of planning
Muhammad Arslan Dilawar
SM presentation
SM presentation
Soumajit Nag
Tendances
(20)
Planning
Planning
Principle of management Sumaira fatima Goals , traditional objective setting...
Principle of management Sumaira fatima Goals , traditional objective setting...
13. Strategic Plan Guide
13. Strategic Plan Guide
Matrikulasi Manajemen Robbins 02
Matrikulasi Manajemen Robbins 02
Robbins9 ppt07
Robbins9 ppt07
FORMATION OF PLANING
FORMATION OF PLANING
Module3
Module3
Foundation of planning
Foundation of planning
Foundations of planning
Foundations of planning
Week 5 foundation of planning - 05 02 2012
Week 5 foundation of planning - 05 02 2012
Mgt 2113 chapter 3
Mgt 2113 chapter 3
Stu R C8e Ch07[1]
Stu R C8e Ch07[1]
Planning Seminar on Management
Planning Seminar on Management
Foundations of planning ppt @ bec doms bagalkot mba
Foundations of planning ppt @ bec doms bagalkot mba
Planning
Planning
Chapter 7
Chapter 7
Foundations of planning
Foundations of planning
Plan and goal( Managerial Planning)
Plan and goal( Managerial Planning)
Foundation of planning
Foundation of planning
SM presentation
SM presentation
Similaire à Chapter 7management10theditionbyrobbinsandcoulter-130822065516-phpapp01
Ch 7 foundations of planning
Ch 7 foundations of planning
Nardin A
robbins9ppt07-131125144248-phpapp02.pdf
robbins9ppt07-131125144248-phpapp02.pdf
syedkaramalishah2
5 - Foundations of Planning (1).ppt
5 - Foundations of Planning (1).ppt
MuhammadIsmailSaleem
Managemnt Fom 03
Managemnt Fom 03
Shahi Raz Akhtar
Foundation of planing
Foundation of planing
Aashray For Everyone
Management ch7
Management ch7
julianmillar
Chapter 07.pptx
Chapter 07.pptx
Rida611699
Robbins9 ppt07
Robbins9 ppt07
umar0007
1588178575-foundation-of-planning.ppt
1588178575-foundation-of-planning.ppt
PRITVIRAJLASKAR
1588178575-foundation-of-planning.ppt
1588178575-foundation-of-planning.ppt
KamiBhutta
Planning lesson9b
Planning lesson9b
geneares86
Foundations of Planning ( Management Chapter 7 )
Foundations of Planning ( Management Chapter 7 )
Qamar Farooq
Foundation of planning
Foundation of planning
KAZI REDWANUL ISLAM
Planning
Planning
Amur Jessica Fuentes
introduction to strategic Management
introduction to strategic Management
Mechanical Geek
Management Ch 7. PPT.pptx
Management Ch 7. PPT.pptx
NovalonPolymers
Chapter 7 Foundations Of Planning Ppt07
Chapter 7 Foundations Of Planning Ppt07
D
Planning Work Activities and their benefits.pdf
Planning Work Activities and their benefits.pdf
ZenLooper
Unit 3 planning
Unit 3 planning
Preeti Bhaskar
FORMATION OF PLANING
FORMATION OF PLANING
Naeem Ashraf
Similaire à Chapter 7management10theditionbyrobbinsandcoulter-130822065516-phpapp01
(20)
Ch 7 foundations of planning
Ch 7 foundations of planning
robbins9ppt07-131125144248-phpapp02.pdf
robbins9ppt07-131125144248-phpapp02.pdf
5 - Foundations of Planning (1).ppt
5 - Foundations of Planning (1).ppt
Managemnt Fom 03
Managemnt Fom 03
Foundation of planing
Foundation of planing
Management ch7
Management ch7
Chapter 07.pptx
Chapter 07.pptx
Robbins9 ppt07
Robbins9 ppt07
1588178575-foundation-of-planning.ppt
1588178575-foundation-of-planning.ppt
1588178575-foundation-of-planning.ppt
1588178575-foundation-of-planning.ppt
Planning lesson9b
Planning lesson9b
Foundations of Planning ( Management Chapter 7 )
Foundations of Planning ( Management Chapter 7 )
Foundation of planning
Foundation of planning
Planning
Planning
introduction to strategic Management
introduction to strategic Management
Management Ch 7. PPT.pptx
Management Ch 7. PPT.pptx
Chapter 7 Foundations Of Planning Ppt07
Chapter 7 Foundations Of Planning Ppt07
Planning Work Activities and their benefits.pdf
Planning Work Activities and their benefits.pdf
Unit 3 planning
Unit 3 planning
FORMATION OF PLANING
FORMATION OF PLANING
Plus de waqas adeel
Agri prjspecialist020815
Agri prjspecialist020815
waqas adeel
Chapter 17management10theditionbyrobbinsandcoulter-130822072736-phpapp01
Chapter 17management10theditionbyrobbinsandcoulter-130822072736-phpapp01
waqas adeel
Chapter 14management10theditionbyrobbinsandcoulter-130822071721-phpapp02
Chapter 14management10theditionbyrobbinsandcoulter-130822071721-phpapp02
waqas adeel
Chapter 13management10theditionbyrobbinsandcoulter-130822071345-phpapp02
Chapter 13management10theditionbyrobbinsandcoulter-130822071345-phpapp02
waqas adeel
Chapter 11management10theditionbyrobbinsandcoulter-130822073629-phpapp01
Chapter 11management10theditionbyrobbinsandcoulter-130822073629-phpapp01
waqas adeel
Chapter 10management10theditionbyrobbinsandcoulter-130822070634-phpapp02
Chapter 10management10theditionbyrobbinsandcoulter-130822070634-phpapp02
waqas adeel
Chapter 9management10theditionbyrobbinsandcoulter-130822070313-phpapp02
Chapter 9management10theditionbyrobbinsandcoulter-130822070313-phpapp02
waqas adeel
Chapter 4management10theditionbyrobbinsandcoulter-130822065107-phpapp02
Chapter 4management10theditionbyrobbinsandcoulter-130822065107-phpapp02
waqas adeel
Chapter 3management9theditionbyrobbinsandcoulter-130822064743-phpapp01
Chapter 3management9theditionbyrobbinsandcoulter-130822064743-phpapp01
waqas adeel
Chapter 2management10theditionbyrobbinsandcoulter-130822064451-phpapp01
Chapter 2management10theditionbyrobbinsandcoulter-130822064451-phpapp01
waqas adeel
Chapter 1management10theditionbyrobbinsandcoulter-130822064132-phpapp02
Chapter 1management10theditionbyrobbinsandcoulter-130822064132-phpapp02
waqas adeel
LECTURER ENGLISH (MALE) 10A2015
LECTURER ENGLISH (MALE) 10A2015
waqas adeel
Plus de waqas adeel
(12)
Agri prjspecialist020815
Agri prjspecialist020815
Chapter 17management10theditionbyrobbinsandcoulter-130822072736-phpapp01
Chapter 17management10theditionbyrobbinsandcoulter-130822072736-phpapp01
Chapter 14management10theditionbyrobbinsandcoulter-130822071721-phpapp02
Chapter 14management10theditionbyrobbinsandcoulter-130822071721-phpapp02
Chapter 13management10theditionbyrobbinsandcoulter-130822071345-phpapp02
Chapter 13management10theditionbyrobbinsandcoulter-130822071345-phpapp02
Chapter 11management10theditionbyrobbinsandcoulter-130822073629-phpapp01
Chapter 11management10theditionbyrobbinsandcoulter-130822073629-phpapp01
Chapter 10management10theditionbyrobbinsandcoulter-130822070634-phpapp02
Chapter 10management10theditionbyrobbinsandcoulter-130822070634-phpapp02
Chapter 9management10theditionbyrobbinsandcoulter-130822070313-phpapp02
Chapter 9management10theditionbyrobbinsandcoulter-130822070313-phpapp02
Chapter 4management10theditionbyrobbinsandcoulter-130822065107-phpapp02
Chapter 4management10theditionbyrobbinsandcoulter-130822065107-phpapp02
Chapter 3management9theditionbyrobbinsandcoulter-130822064743-phpapp01
Chapter 3management9theditionbyrobbinsandcoulter-130822064743-phpapp01
Chapter 2management10theditionbyrobbinsandcoulter-130822064451-phpapp01
Chapter 2management10theditionbyrobbinsandcoulter-130822064451-phpapp01
Chapter 1management10theditionbyrobbinsandcoulter-130822064132-phpapp02
Chapter 1management10theditionbyrobbinsandcoulter-130822064132-phpapp02
LECTURER ENGLISH (MALE) 10A2015
LECTURER ENGLISH (MALE) 10A2015
Dernier
UAE Bur Dubai Call Girls ☏ 0564401582 Call Girl in Bur Dubai
UAE Bur Dubai Call Girls ☏ 0564401582 Call Girl in Bur Dubai
jaehdlyzca
Berhampur Call Girl Just Call 8084732287 Top Class Call Girl Service Available
Berhampur Call Girl Just Call 8084732287 Top Class Call Girl Service Available
pr788182
JAJPUR CALL GIRL ❤ 82729*64427❤ CALL GIRLS IN JAJPUR ESCORTS
JAJPUR CALL GIRL ❤ 82729*64427❤ CALL GIRLS IN JAJPUR ESCORTS
kajalroy875762
Marel Q1 2024 Investor Presentation from May 8, 2024
Marel Q1 2024 Investor Presentation from May 8, 2024
Marel
CROSS CULTURAL NEGOTIATION BY PANMISEM NS
CROSS CULTURAL NEGOTIATION BY PANMISEM NS
panmisemningshen123
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
Admir Softic
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Tim Wilson
Jual Obat Aborsi ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan Cytotec
Jual Obat Aborsi ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan Cytotec
ZurliaSoop
How to Get Started in Social Media for Art League City
How to Get Started in Social Media for Art League City
Eric T. Tung
Call 7737669865 Vadodara Call Girls Service at your Door Step Available All Time
Call 7737669865 Vadodara Call Girls Service at your Door Step Available All Time
gargpaaro
Lucknow Housewife Escorts by Sexy Bhabhi Service 8250092165
Lucknow Housewife Escorts by Sexy Bhabhi Service 8250092165
meghakumariji156
Organizational Transformation Lead with Culture
Organizational Transformation Lead with Culture
Seta Wicaksana
New 2024 Cannabis Edibles Investor Pitch Deck Template
New 2024 Cannabis Edibles Investor Pitch Deck Template
CannaBusinessPlans
PHX May 2024 Corporate Presentation Final
PHX May 2024 Corporate Presentation Final
PanhandleOilandGas
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
daisycvs
Escorts in Nungambakkam Phone 8250092165 Enjoy 24/7 Escort Service Enjoy Your...
Escorts in Nungambakkam Phone 8250092165 Enjoy 24/7 Escort Service Enjoy Your...
meghakumariji156
GUWAHATI 💋 Call Girl 9827461493 Call Girls in Escort service book now
GUWAHATI 💋 Call Girl 9827461493 Call Girls in Escort service book now
kapoorjyoti4444
Buy gmail accounts.pdf buy Old Gmail Accounts
Buy gmail accounts.pdf buy Old Gmail Accounts
Buy Verified Cash App Account
Phases of Negotiation .pptx
Phases of Negotiation .pptx
nandhinijagan9867
Mckinsey foundation level Handbook for Viewing
Mckinsey foundation level Handbook for Viewing
Nauman Safdar
Dernier
(20)
UAE Bur Dubai Call Girls ☏ 0564401582 Call Girl in Bur Dubai
UAE Bur Dubai Call Girls ☏ 0564401582 Call Girl in Bur Dubai
Berhampur Call Girl Just Call 8084732287 Top Class Call Girl Service Available
Berhampur Call Girl Just Call 8084732287 Top Class Call Girl Service Available
JAJPUR CALL GIRL ❤ 82729*64427❤ CALL GIRLS IN JAJPUR ESCORTS
JAJPUR CALL GIRL ❤ 82729*64427❤ CALL GIRLS IN JAJPUR ESCORTS
Marel Q1 2024 Investor Presentation from May 8, 2024
Marel Q1 2024 Investor Presentation from May 8, 2024
CROSS CULTURAL NEGOTIATION BY PANMISEM NS
CROSS CULTURAL NEGOTIATION BY PANMISEM NS
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Jual Obat Aborsi ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan Cytotec
Jual Obat Aborsi ( Asli No.1 ) 085657271886 Obat Penggugur Kandungan Cytotec
How to Get Started in Social Media for Art League City
How to Get Started in Social Media for Art League City
Call 7737669865 Vadodara Call Girls Service at your Door Step Available All Time
Call 7737669865 Vadodara Call Girls Service at your Door Step Available All Time
Lucknow Housewife Escorts by Sexy Bhabhi Service 8250092165
Lucknow Housewife Escorts by Sexy Bhabhi Service 8250092165
Organizational Transformation Lead with Culture
Organizational Transformation Lead with Culture
New 2024 Cannabis Edibles Investor Pitch Deck Template
New 2024 Cannabis Edibles Investor Pitch Deck Template
PHX May 2024 Corporate Presentation Final
PHX May 2024 Corporate Presentation Final
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Escorts in Nungambakkam Phone 8250092165 Enjoy 24/7 Escort Service Enjoy Your...
Escorts in Nungambakkam Phone 8250092165 Enjoy 24/7 Escort Service Enjoy Your...
GUWAHATI 💋 Call Girl 9827461493 Call Girls in Escort service book now
GUWAHATI 💋 Call Girl 9827461493 Call Girls in Escort service book now
Buy gmail accounts.pdf buy Old Gmail Accounts
Buy gmail accounts.pdf buy Old Gmail Accounts
Phases of Negotiation .pptx
Phases of Negotiation .pptx
Mckinsey foundation level Handbook for Viewing
Mckinsey foundation level Handbook for Viewing
Chapter 7management10theditionbyrobbinsandcoulter-130822065516-phpapp01
1.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–1 Foundations ofFoundations of PlanningPlanning ChapterChapter 77 Management Stephen P. Robbins Mary Coulter tenth edition
2.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–2 Learning OutcomesLearning Outcomes Follow this Learning Outline as you read and studyFollow this Learning Outline as you read and study this chapter.this chapter. 7.1 The What And Why Of Planning • Define planning.Define planning. • Describe the purposes of planning.Describe the purposes of planning. • Explain what studies have shown about the relationship betweenExplain what studies have shown about the relationship between planning and performanceplanning and performance. 7.2 Goals And Plans7.2 Goals And Plans • Define goals and plans.Define goals and plans. • Describe the types of goals organizations might have.Describe the types of goals organizations might have. • Describe each of the different types of plans.Describe each of the different types of plans.
3.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–3 Learning OutcomesLearning Outcomes 7.3 Setting Goals and Developing Plans7.3 Setting Goals and Developing Plans • Discuss how traditional goal setting and MBO work.Discuss how traditional goal setting and MBO work. • Describe well written goals and explain hw to set them.Describe well written goals and explain hw to set them. • Discuss the contingency factors that affect planning.Discuss the contingency factors that affect planning. • Describe the approaches to planning.Describe the approaches to planning. 7.4 Contemporary Issues in Planning7.4 Contemporary Issues in Planning • Explain the criticisms of planning.Explain the criticisms of planning. • Describe how managers can effectively plan in today’s dynamicDescribe how managers can effectively plan in today’s dynamic environment.environment.
4.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–4 What Is Planning?What Is Planning? • PlanningPlanning A primary managerial activity that involves:A primary managerial activity that involves: Defining the organization’s goalsDefining the organization’s goals Establishing an overall strategy for achieving those goalsEstablishing an overall strategy for achieving those goals Developing plans for organizational work activitiesDeveloping plans for organizational work activities Formal planningFormal planning Specific goals covering a specific time periodSpecific goals covering a specific time period Written and shared with organizational membersWritten and shared with organizational members
5.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–5 Why Do Managers Plan?Why Do Managers Plan? • Purposes of PlanningPurposes of Planning Provides directionProvides direction Reduces uncertaintyReduces uncertainty Minimizes waste and redundancyMinimizes waste and redundancy Sets the standards for controllingSets the standards for controlling
6.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–6 Planning and PerformancePlanning and Performance • The Relationship Between Planning andThe Relationship Between Planning and PerformancePerformance Formal planning is associated with:Formal planning is associated with: Higher profits and returns on assets.Higher profits and returns on assets. Positive financial results.Positive financial results. The quality of planning and implementation affectsThe quality of planning and implementation affects performance more than the extent of planning.performance more than the extent of planning. The external environment can reduce the impact ofThe external environment can reduce the impact of planning on performance.planning on performance. Formal planning must be used for several yearsFormal planning must be used for several years before planning begins to affect performance.before planning begins to affect performance.
7.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–7 How Do Managers Plan?How Do Managers Plan? • Elements of PlanningElements of Planning Goals (also Objectives)Goals (also Objectives) Desired outcomes for individuals, groups, or entireDesired outcomes for individuals, groups, or entire organizationsorganizations Provide direction and evaluation performance criteriaProvide direction and evaluation performance criteria PlansPlans Documents that outline how goals are to be accomplishedDocuments that outline how goals are to be accomplished Describe how resources are to be allocated and establishDescribe how resources are to be allocated and establish activity schedulesactivity schedules
8.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–8 Types of GoalsTypes of Goals • Financial GoalsFinancial Goals Are related to the expected internal financialAre related to the expected internal financial performance of the organization.performance of the organization. • Strategic GoalsStrategic Goals Are related to the performance of the firm relative toAre related to the performance of the firm relative to factors in its external environment (e.g., competitors).factors in its external environment (e.g., competitors). • Stated Goals versus Real GoalsStated Goals versus Real Goals Broadly-worded official statements of the organizationBroadly-worded official statements of the organization (intended for public consumption) that may be(intended for public consumption) that may be irrelevant to its real goals (what actually goes on inirrelevant to its real goals (what actually goes on in the organization).the organization).
9.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–9 Exhibit 7–1Exhibit 7–1 Types of PlansTypes of Plans
10.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–10 Types of PlansTypes of Plans • Strategic PlansStrategic Plans Apply to the entire organization.Apply to the entire organization. Establish the organization’s overall goals.Establish the organization’s overall goals. Seek to position the organization in terms of itsSeek to position the organization in terms of its environment.environment. Cover extended periods of time.Cover extended periods of time. • Operational PlansOperational Plans Specify the details of how the overall goals are to beSpecify the details of how the overall goals are to be achieved.achieved. Cover a short time period.Cover a short time period.
11.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–11 Types of PlansTypes of Plans • Long-Term PlansLong-Term Plans Plans with time frames extending beyond three yearsPlans with time frames extending beyond three years • Short-Term PlansShort-Term Plans Plans with time frames of one year or lessPlans with time frames of one year or less • Specific PlansSpecific Plans Plans that are clearly defined and leave no room forPlans that are clearly defined and leave no room for interpretationinterpretation • Directional PlansDirectional Plans Flexible plans that set out general guidelines andFlexible plans that set out general guidelines and provide focus, yet allow discretion in implementationprovide focus, yet allow discretion in implementation
12.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–12 Types of PlansTypes of Plans • Single-Use PlanSingle-Use Plan A one-time plan specifically designed to meet theA one-time plan specifically designed to meet the need of a unique situation.need of a unique situation. • Standing PlansStanding Plans Ongoing plans that provide guidance for activitiesOngoing plans that provide guidance for activities performed repeatedly.performed repeatedly.
13.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–13 Setting Goals and Developing PlansSetting Goals and Developing Plans • Traditional Goal SettingTraditional Goal Setting Broad goals are set at the top of the organization.Broad goals are set at the top of the organization. Goals are then broken into sub-goals for eachGoals are then broken into sub-goals for each organizational level.organizational level. Assumes that top management knows best becauseAssumes that top management knows best because they can see the “big picture.”they can see the “big picture.” Goals are intended to direct, guide, and constrainGoals are intended to direct, guide, and constrain from above.from above. Goals lose clarity and focus as lower-level managersGoals lose clarity and focus as lower-level managers attempt to interpret and define the goals for theirattempt to interpret and define the goals for their areas of responsibility.areas of responsibility.
14.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–14 Exhibit 7–2Exhibit 7–2 The Downside of Traditional Goal SettingThe Downside of Traditional Goal Setting
15.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–15 • Maintaining the Hierarchy of GoalsMaintaining the Hierarchy of Goals Means–Ends ChainMeans–Ends Chain The integrated network of goals that results from establishingThe integrated network of goals that results from establishing a clearly-defined hierarchy of organizational goals.a clearly-defined hierarchy of organizational goals. Achievement of lower-level goals is the means by which toAchievement of lower-level goals is the means by which to reach higher-level goals (ends).reach higher-level goals (ends). Setting Goals and Developing PlansSetting Goals and Developing Plans
16.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–16 • Management By Objectives (MBO)Management By Objectives (MBO) Specific performance goals are jointly determined bySpecific performance goals are jointly determined by employees and managers.employees and managers. Progress toward accomplishing goals is periodicallyProgress toward accomplishing goals is periodically reviewed.reviewed. Rewards are allocated on the basis of progressRewards are allocated on the basis of progress towards the goals.towards the goals. Key elements of MBO:Key elements of MBO: Goal specificity, participative decision making, an explicitGoal specificity, participative decision making, an explicit performance/evaluation period, feedbackperformance/evaluation period, feedback Setting Goals and Developing PlansSetting Goals and Developing Plans
17.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–17 Exhibit 7–3Exhibit 7–3 Steps in a Typical MBO ProgramSteps in a Typical MBO Program 1. The organization’s overall objectives and strategies are formulated. 2. Major objectives are allocated among divisional and departmental units. 3. Unit managers collaboratively set specific objectives for their units with their managers. 4. Specific objectives are collaboratively set with all department members. 5. Action plans, defining how objectives are to be achieved, are specified and agreed upon by managers and employees. 6. The action plans are implemented. 7. Progress toward objectives is periodically reviewed, and feedback is provided. 8. Successful achievement of objectives is reinforced by performance-based rewards.
18.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–18 Does MBO Work?Does MBO Work? • Reason for MBO SuccessReason for MBO Success Top management commitment and involvementTop management commitment and involvement • Potential Problems with MBO ProgramsPotential Problems with MBO Programs Not as effective in dynamic environments that requireNot as effective in dynamic environments that require constant resetting of goals.constant resetting of goals. Overemphasis on individual accomplishment mayOveremphasis on individual accomplishment may create problems with teamwork.create problems with teamwork. Allowing the MBO program to become an annualAllowing the MBO program to become an annual paperwork shuffle.paperwork shuffle.
19.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–19 Exhibit 7–4Exhibit 7–4 Well-Written GoalsWell-Written Goals • Written in terms ofWritten in terms of outcomes, not actionsoutcomes, not actions Focuses on the ends, notFocuses on the ends, not the means.the means. • Measurable andMeasurable and quantifiablequantifiable Specifically defines how theSpecifically defines how the outcome is to be measuredoutcome is to be measured and how much is expected.and how much is expected. • Clear as to time frameClear as to time frame How long before measuringHow long before measuring accomplishment.accomplishment. • Challenging yet attainableChallenging yet attainable Low goals do not motivate.Low goals do not motivate. High goals motivate if theyHigh goals motivate if they can be achieved.can be achieved. • Written downWritten down Focuses, defines, andFocuses, defines, and makes goals visible.makes goals visible. • Communicated to allCommunicated to all necessary organizationalnecessary organizational membersmembers Puts everybody “on thePuts everybody “on the same page.”same page.”
20.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–20 Steps in Goal SettingSteps in Goal Setting 1.1. Review the organization’s mission statement.Review the organization’s mission statement. Do goals reflect the mission?Do goals reflect the mission? 2.2. Evaluate available resources.Evaluate available resources. Are resources sufficient to accomplish the mission?Are resources sufficient to accomplish the mission? 3.3. Determine goals individually or with others.Determine goals individually or with others. Are goals specific, measurable, and timely?Are goals specific, measurable, and timely? 4.4. Write down the goals and communicate them.Write down the goals and communicate them. Is everybody on the same page?Is everybody on the same page? 5.5. Review results and whether goals are being met.Review results and whether goals are being met. What changes are needed in mission, resources, or goals?What changes are needed in mission, resources, or goals?
21.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–21 Developing PlansDeveloping Plans • Contingency Factors in a Manager’s PlanningContingency Factors in a Manager’s Planning Manager’s level in the organizationManager’s level in the organization Strategic plans at higher levelsStrategic plans at higher levels Operational plans at lower levelsOperational plans at lower levels Degree of environmental uncertaintyDegree of environmental uncertainty Stable environment: specific plansStable environment: specific plans Dynamic environment: specific but flexible plansDynamic environment: specific but flexible plans Length of future commitmentsLength of future commitments Commitment Concept:Commitment Concept: current plans affecting futurecurrent plans affecting future commitments must be sufficiently long-term to meet thosecommitments must be sufficiently long-term to meet those commitments.commitments.
22.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–22 Exhibit 7–5Exhibit 7–5 Planning in the Hierarchy ofPlanning in the Hierarchy of OrganizationsOrganizations
23.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–23 Approaches to PlanningApproaches to Planning • Establishing a formal planning departmentEstablishing a formal planning department A group of planning specialists whoA group of planning specialists who helphelp managersmanagers write organizational plans.write organizational plans. Planning is a function of management; it should neverPlanning is a function of management; it should never become the sole responsibility of planners.become the sole responsibility of planners. • Involving organizational members in the processInvolving organizational members in the process Plans are developed by members of organizationalPlans are developed by members of organizational units at various levels and then coordinated with otherunits at various levels and then coordinated with other units across the organization.units across the organization.
24.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–24 Contemporary Issues inContemporary Issues in PlanningPlanning • Criticisms of PlanningCriticisms of Planning Planning may create rigidity.Planning may create rigidity. Plans cannot be developed for dynamicPlans cannot be developed for dynamic environments.environments. Formal plans cannot replace intuition and creativity.Formal plans cannot replace intuition and creativity. Planning focuses managers’ attention on today’sPlanning focuses managers’ attention on today’s competition not tomorrow’s survival.competition not tomorrow’s survival. Formal planning reinforces today’s success, whichFormal planning reinforces today’s success, which may lead to tomorrow’s failure.may lead to tomorrow’s failure. Just planning isn’t enough.Just planning isn’t enough.
25.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–25 Contemporary Issues inContemporary Issues in Planning (cont’d)Planning (cont’d) • Effective Planning in Dynamic EnvironmentsEffective Planning in Dynamic Environments Develop plans that are specific but flexible.Develop plans that are specific but flexible. Understand that planning is an ongoing process.Understand that planning is an ongoing process. Change plans when conditions warrant.Change plans when conditions warrant. Persistence in planning eventually pay off.Persistence in planning eventually pay off. Flatten the organizational hierarchy to foster theFlatten the organizational hierarchy to foster the development of planning skills at all organizationaldevelopment of planning skills at all organizational levels.levels.
26.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–26 Terms to KnowTerms to Know • planningplanning • goalsgoals • plansplans • stated goalsstated goals • real goalsreal goals • framingframing • strategic plansstrategic plans • operational plansoperational plans • long-term planslong-term plans • short-term plansshort-term plans • specific plansspecific plans • directional plansdirectional plans • single-use plansingle-use plan • standing plansstanding plans • traditional goal settingtraditional goal setting • means-ends chainmeans-ends chain • management bymanagement by objectives (MBO)objectives (MBO) • missionmission • commitment conceptcommitment concept • formal planningformal planning departmentdepartment
27.
Copyright © 2010
Pearson Education, Inc. Publishing as Prentice Hall 7–27 All rights reserved. No part of this publication may be reproduced,All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or bystored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, orany means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.otherwise, without the prior written permission of the publisher. Printed in the United States of America.Printed in the United States of America.
Télécharger maintenant