管理学基础chapter 3.ppt
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1、Chapter 3Foundations of Planning1College of Public Management SCAULearning Outcomes1.Define planning.2.Explain the potential benefits&drawbacks of planning.3.Distinguish types of plans.4.Define management by objectives and identify its common elements.5.Outline the steps in the strategic management
2、process.6.Describe the four grand strategies.7.Explain SWOT analysis.2College of Public Management SCAUFocus onWhat is planning?Define planningDifferentiate between formal and informal planningWhy do managers plan?Describe the purposes of planningDescribe the relationship between planning and perfor
3、manceHow do managers plan?Types of plansMBOStrategic planningGrand strategiesSWOT analysis3College of Public Management SCAUPlanning DefinedDefining the organizations objectives or goalsEstablishing an overall strategy for achieving those goalsDeveloping a comprehensive hierarchy of plans to integra
4、te and coordinate activitiesPlanning is concerned with ends(what is to be done)Planning is concerned with ends(what is to be done)as well as with means(how it is to be done).as well as with means(how it is to be done).4College of Public Management SCAUReasons for PlanningExhibit 3.15College of Publi
5、c Management SCAUCriticisms Of Formal PlanningPlanning may create rigidity.Plans cant be developed for a dynamic environment.Formal plans cant replace intuition and creativity.Planning focuses managers attention on todays competition,not on tomorrows survival.Formal planning reinforces success,which
6、 may lead to failure.6College of Public Management SCAURelationship between planning and performanceFormal planning generally means-higher profits and higher return on assets-other positive financial results.quality and implementation of planning process contribute more than the extent of planning t
7、o high performance.external environment could reduce the impact of planning on performance.7College of Public Management SCAUTypes of PlansExhibit 3.2BREADTH TIME SPECIFICITYFREQUENCY OF USE FRAME OF USEStrategicLong termDirectionalSingle useTacticalShort termSpecificStanding8College of Public Manag
8、ement SCAUPlanning:Focus and Time Strategic plansPlans that are organization-wide,establish overall objectives,position an organization in terms of its environment,provide direction.Tactical plansPlans derived from strategic objectives that specify the details of how the overall objectives are to be
9、 achievedShort-term plansPlans that cover less than one yearLong-term plansPlans that extend beyond five years9College of Public Management SCAUSpecific and Directional PlansSpecific plansPlans that have clearly defined objectives and leave no room for misinterpretation.“What,when,where,how much,and
10、 by whom”(process-focus)Directional plansFlexible plans that set out general guidelines.“Go from here to there”(outcome-focus)10College of Public Management SCAUDirectional versus Specific PlansExhibit 3.311College of Public Management SCAUSingle-Use and Standing PlansSingle-use plansA plan that is
11、used to meet the needs of a particular or unique situationSingle-day sales advertisementStanding planA plan that is ongoing and provides guidance for repeatedly performed actions in an organizationCustomer satisfaction policy12College of Public Management SCAUManagement by Objectives 目标管理目标管理MBOA sy
12、stem in which specific performance objectives are jointly determined by subordinates and their supervisors,progress toward objectives is periodically reviewed,and rewards are allocated on the basis of that progress.Links individual and unit performance objectives at all levels with overall organizat
13、ional objectives.Focuses operational efforts on organizationally important results.Motivates rather than controls.13College of Public Management SCAUCascading of ObjectivesExhibit 3.414College of Public Management SCAUElements of MBOGoal specificityParticipative decision makingExplicit time period f
14、or performancePerformance feedback15College of Public Management SCAUSetting Employee ObjectivesIdentify an employees key job tasks.Establish specific and challenging goals for each key task.Allow the employee to actively participate.Prioritize goals.Build in feedback mechanisms to assess goal progr
15、ess.Link rewards to goal attainment.16College of Public Management SCAUGoalGoalDifficultyDifficulty Is There a Downside to MBO?GoalGoalSpecificitySpecificity Top Top ManagementManagement ParticipationParticipation 17College of Public Management SCAUStrategic ManagementStrategic Management Process 战略
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