Planning计划

Click to Edit Master Title Style,Click to edit master text styles,Second level,Third level,Fourth level,Fifth level,5-,*,2000-1,5,Planning 方案,1.Importance of Plan 方案的重要性,2.Types of Plan 方案的类型,3.Plan Process 方案过程,4.Make Plan in different Levels 不同层次的方案,2000-1,1,Importance of Plan 方案的重要性,Planning determines where the organization is now and where it will be in the future.,方案指出组织现在与未来的目标。,Good planning provides:优秀的方案应具有以下特点,Participation 参与性,Sense of direction and purpose 明确的方向和目标,Coordination 协调性,Control 可控性,2000-1,2,Types of Plan 方案的类型,Time horizon 时间范围,specificity horizon 具体、指导性方案,Frequency of use horizon 程序范围,breadth horizon 组织层次范围,2000-1,3,Specificity horizon 明确范围,Directional plan:flexible plans that set out general guidelines.,指导性方案：一种灵活性的总体指导方针 。,Specific plan:plans that are clearly defined and leave no room for interpretation,具体方案：一种明确规定的、不容更改的方案。,2000-1,4,指令性,2000-1,5,Time horizon,时间范围,Long-term plans are usually 5 years or more.,长期方案，5年以上的方案。,Intermediate-term plans are 1 to 5 years.,中期方案，1-5年的方案,Short-term plans are less than 1 year.,短期方案，1年以内的方案,Most firms have a rolling planning cycle to amend plans constantly.,很多公司应用滚动方案随时对方案及性调整。,2000-1,6,Program Horizon 程序范围,Standing plans:for programmed decisions.,程序性方案：通过程序性决策制定的方案,Managers develop policies,rules,and standard operating procedures(SOP).,管理者制定政策、规那么和操作标准都属于程序性方案,Single-use plans:developed for a one-time,non-programmed issue.,非程序性方案：针对非程序性问题制定的一次性方案。,2000-1,7,Level Horizon 层次范围,Corporate-level:decisions by top managers.,公司层方案：有高层管理者制定的方案,Business-level:details divisional long-term goals and structure.,事业层方案：,Functional-level:actions taken by managers in departments of manufacturing,marketing,etc.,职能层方案：由部门管理者执行的生产、销售活动方案,2000-1,8,Planning at General Electric 通用公司的方案,Corporate Level,公司层,CEO,Corporate Office,Business Level,事业层,GE,Aircraft,GE,Lighting,GE,Motors,GE,Plastics,NBC,Functional Level,职能层,Manufacturing,Marketing,Accounting,R&D,2000-1,9,Planning Process 方案过程,Determining the Organizations mission,(Define the business),制定组织的使命和目标定义组织,Strategy formulation,(Analyze current situation&develop strategies),陈述组织战略分析当前组织环境和开展战略,Strategy Implementation,(Allocate resources&responsibilities to achieve strategies),战略实施：分配资源与任务,2000-1,10,Determining Mission 确定组织使命,Organizational mission,:defined in the mission statement which is a broad declaration of the overriding purpose.,组织使命：是在组织使命陈述中确定的，一种组织最终目标的宣言。,The mission statement identifies product,customers and how the firm differs from competitors.,使命陈述确定产品、顾客以及与其他竞争者的区别。,2000-1,11,Mission Statements 使命陈述,Company,AT&T,美国 电报公司,Mission Statement,使命陈述,We are dedicated to being the worlds best at bringing people together-giving them easy access to each other and to the information and services they want and need -anytime,anywhere.,2000-1,12,Strategy Formulation 战略制定,Formulating strategy:managers analyze current situation and develop strategies needed to achieve the mission.,管理者通过分析当前形势，制定组织战略以实现目标,SWOT analysis 分析,2000-1,13,Organizational Strengths and Weaknesses.,组织的优势与劣势,Strengths:manufacturing ability,marketing skills.,优势：生产能力，销售能力,Weaknesses:high labor turnover,weak financials.,劣势：员工的流动频繁、财力缺乏,Environmental Opportunities and Threats.,环境时机与风险,Opportunities:new markets.新市场,Threats:economic recession,competitors,经济危机、竞争,SWOT,analysis,2000-1,14,在汽车比较普及，航空业也比较兴旺的国家，有一种机场租车业务。二十世纪八十年代，这一行业有的四大巨头赫茨公司Hertz、阿维斯公司Avis、国民公司National和预算公司Budget。你如何在这样的环境中立足？阿拉莫租车公司Alamo Rent-A-Car的主席麦克尔.伊根在20年的时间里成为了一家5亿美元的公司，净利润额在全行业名利列第二！仅次于阿维斯公司.,伊根的战略是集中与低价格与低本钱、高营业额的经营定位，以及租车给那些精打细算的顾客。,低价格利用广告宣传每日的租价低于其竞争对手20%，并不对行车里程额外收费。例如：周日在洛杉矶租阿拉莫公司的一辆雪弗莱轿车，日租金38美元 且不收里程费。而在赫茨公司租用同一牌号的车，每天租金51.93 美元，且要提前3天预定，此外，超过100英里要每英里加收32美分。,低本钱将营业场所设在高营业量和租金廉价的地点。公司在美国和英国只有105处营业场所，而赫茨公司却有5400处，但是阿拉莫公司的所有以营业场所都设在客流量最大的机场。所以尽管赫茨公司的营业场所数量是阿拉莫公司的50倍。但其出租轿车的数量仅为阿拉莫公司的4倍。此外，阿拉莫公司还将其管理费用的支出控制在低水平上，将大多数效劳台设在机场大厅外面的临近地点,从而防止机场大厅内天文数字般的租金。,伊根的战略还有一个关键要素是他选择的目标市场。在赫茨公司和阿维斯公司消耗巨资为争夺?幸福?杂志排出的100位总经理打得不可开交时，自己却选择了度假旅游者的市场，作为他的细分市场，开始寻求精打细算的生意旅行者。,2000-1,15,Implementing,strategy,战略实施,Implementing strategy,:managers must decide how to allocate resources between groups to ensure the strategy is achieved.,实施战略：即管理者为保证组织战略的实现，将组织资源在各组织间分配的过程。,2000-1,16,Levels of Planning,Strategy,Implementation,Corporate,mission&goals,Divisional,goals,Functional,goals,Corporate-,level strategy,Business-,level strategy,Functional-,level strategy,Design of,Corporate,Structure,Control,Design of,Business-unit,Structure,Control,Design of,Functional,Structure,Control,Goal,Setting,Strategy,Formulation,Corporate-,level Plan,Business-,level Plan,Functional,level Plan,Figure 7.2,2000-1,17,Make Plan 制定方案,Corporate-Level Strategies：Considers on which businesses or markets to be in.,公司层战略：决定组织将在哪些行业和市场开展。,Business-level Strategies：seeks to determine how a corporation should compete in each of its businesses,事业层战略：如何完成事业部门在本行业中的开展。,Functional-level Strategies：Identifies how this business meets corporate goals.,职能层战略：确定如何完成公司制定的目标。,2000-1,18,Corporate-Level Strategies 公司战略,Corporate-Level Strategies w