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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,11/7/2009,#,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Chapter,3Foundations of Planning,Chapter 3Foundations of Plann,2008 Prentice Hall,Inc.All rights reserved.,3,2,L E A R N I N G O U T C O M E S,Define planning.,Explain the potential benefits of planning.,Identify potential drawbacks to planning.,Distinguish between strategic and tactical plans.,Recognize when directional plans are preferred over specific plans.,Define management by objectives and identify its common elements.,Outline the steps in the strategic management process.,After reading this chapter,you will be able to:,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,3,L E A R N I N G O U T C O M E S (contd),Describe the four grand strategies.,Explain SWOT analysis.,Describe how entrepreneurs identify a competitive advantage.,After reading this chapter,you will be able to:,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,4,Planning Defined,Defining the organizations objectives or goals,Establishing an overall strategy for achieving those goals,Developing a comprehensive hierarchy of plans to integrate and coordinate activities,Planning is concerned with ends(what is to be done)as well as with means(how it is to be done).,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,5,EXHIBIT 3,1,Reasons for Planning,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,6,Criticisms Of Formal Planning,Planning 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 may lead to failure.,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,7,The Bottom Line:Does Planning Improve Organizational Performance?,Formal planning means higher profits,higher return on assets,and other positive financial results.,Planning process quality and implementation contribute more to high performance than does the extent of planning.,When external environment restrictions allowed managers few viable alternatives,planning did not lead to higher performance.,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,8,EXHIBIT 3,2,Types of Plans,BREADTH TIME FREQUENCY OF USE FRAME SPECIFICITY OF USE,StrategicLong termDirectionalSingle use,TacticalShort termSpecificStanding,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,9,Planning:Focus and Time,Strategic Plans,Are organization-wide,establish overall objectives,and position an organization in terms of its environment.,Tactical Plans,Specify the details of how an organizations overall objectives are to be achieved.,Short-term Plans,Cover less than one year.,Long-term Plans,Extend beyond five years.,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,10,Strategic Planning,Strategic Plans,Apply broadly to the entire organization.,Establish the organizations overall objectives.,Seek to position the organization in terms of its environment.,Provide direction to drive an organizations efforts to achieve its goals.,Serve as the basis for the tactical plans.,Cover extended periods of time.,Are less specific in their details.,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,11,Tactical Planning,Tactical Plans(Operational Plans),Apply to specific parts of the organization.,Are derived from strategic objectives.,Specify the details of how the overall objectives are to be achieved.,Cover shorter periods of time.,Must be updated continuously to meet current challenges.,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,12,EXHIBIT 3,3,Directional Versus Specific Plans,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,13,Specific and Directional Plans,Specific Plans,Clearly defined objectives and leave no room for misinterpretation.,“What,when,where,how much,and by whom”(process-focus),Directional Plans,Are flexible plans that set out general guidelines.,“Go from here to there”(outcome-focus),2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,14,Single-Use and Standing Plans,Single-Use Plan,Is used to meet the needs of a particular or unique situation.,Single-day sales advertisement,Standing Plan,Is ongoing and provides guidance for repeatedly performed actions in an organization.,Customer satisfaction policy,2008 Prentice Hall,Inc.All,2008 Prentice Hall,Inc.All rights reserved.,3,15,Management by Objectives,Management by Objectives(MBO),A system 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 perfor
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