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1 Managerial Planning and Goal SettingChapter 7 Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.2 Planning for the Futurel Most organizations are facing turbulence and growing uncertainty Economic, political, focus attention on specific targets Direct efforts toward important outcomesProvided from Internal and External Messages Goals and Plans Send Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.8 Benefits for the Organization Rationale for Decisions Learn what organization is trying to accomplish Make decisions to ensure that internal policies, roles, performance, structure, products, and expenditures will be made in accordance with desired outcomes Standard of Performance Serve as performance criteria Provide a standard of assessmentProvided from Internal and External Messages Goals and Plans Send Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.9 Organizational Missionl Mission = organizations reason for existingl Mission Statement Broadly states the basic business scope and operations that distinguishes it from similar types of organizations May include the market and customers Some may describe company values, product quality, attitudes toward employees Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.10 Bristol-Myers Squibb Mission StatementOur companys mission is to extend and enhance human life by providing the highest-quality pharmaceutical and related health care products. Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.11 Strategic Goals and PlansStrategic Goalsl Where the organization wants to be in the futurel Pertain to the organization as a wholeStrategic Plansl Action Steps used to attain strategic goalsl Blueprint that defines the organizational activities and resource allocations l Tends to be long term Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.12 Tactical Goals and PlansTactical Goals- Apply to middle management- Goals that define the outcomes that major divisions and departments must achieveTactical Plans-Plans designed to help execute major strategic plans-Shorter than time frame than strategic plans Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.13 Operational Goals and Plans Operational Goals- Specific, measurable results - Expected from departments, work groups, and individuals Operational Plans- Organizations lower levels that specify action steps toward achieving operational goals- Tool for daily and weekly operations- Schedules are an important component Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.14 Goal AttainmentMeans-end Chain l Attainment of goals at lower levels permits the attainment of high-level goalsl Traditional organizational responsibility Strategic = top management Tactical middle management Operational = 1st line management & workers Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.15 Hierarchy of Goals Operational GoalsTactical GoalsStrategic GoalsMissionTraditional ResponsibilityTop ManagementMiddle Management1st-line Management & Workers Shrinking middle managementEmployee empowerment EmployeesToday Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.16 Characteristics of EffectiveGoal Settingl Specific and measurablel Cover key result areasl Challenging but realistic Defined time period Linked to rewards Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.17 Model of the MBO ProcessStep 1: Set G oals Step 2: Develop Action Plans Step 3: Review ProgresslCorporate Strategic G oals lDepartmental goals lIndividual goals Step 4: Appraise Overall PerformanceAppraise Performance Take Corrective ActionReview ProgressAction Plans Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.18 MBO Benefits and ProblemsBenefits of MBOl Manager and employee efforts are focused on activities that will lead to goal attainmentl Performance can be improved at all company levelsl Employees are motivatedl Departmental and individual goals are aligned with company goals l Constant change prevents MBO from taking holdl An environment of poor employer-employee relations reduces MBO effectivenessl Strategic goals may be displaced by operational goalsl Mechanistic organizations and values that discourage participation can harm the MBO process l Too much paperwork saps MBO energyProblems with MBO Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.19 Single-Use PlansFor Goals Not Likely To Be Repeated A program is a complex set of objectives and plans to achieve an important, one-time organizational goal A project is similar to a program, but generally smaller in scope and complexity Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.20 Standing Plans For Tasks Performed Repeatedly A policy is a general guide to action and provides direction for people within the organization Rules describe how a specific action is to be performed Procedures define a precise series of steps to be used in achieving a specific job Experiential Expercise: Company Crise Wave Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.21 Contingency PlansSpecific Situations - unexpected conditionsl Identify Uncontrollable Factors Economic turndowns Declining markets Increases in costs of supplies Technological developments Safety accidentsl Minimize Impact of Uncontrollable Factors Forecast a range of alternative responses to most-likely high-impact contingencies Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.22 Building Scenariosl Looking at trends and discontinuities and imagining possible alternative futures to build a framework within which unexpected future events can be managedForces managers to rehearse mentally what they would do if their best-laid plans were to collapse Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.23 Crisis Management PlanningSudden - Devastating Require Immediate Responsel Prevention Build trusting relationship with key stakeholders Open communicationl Preparation Crisis Management Team Crisis Management Plan Establish an Effective Communications systeml Containment Ethical Dilemma: Completing Project WebFirst Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.24 Planning for High Performancel Central Planning = Traditional Department Group of planning specialists who develop plans for the organization as a whole and its major divisions and departments and typically report directly to the president or CEOl Decentralized Planning = High-Performance Managers work with planning experts to develop their own goals and plans Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.25 Planning for High Performancel Planning comes alive when employees are involved in setting goals and determining the means to reach them Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.26 Planning In The New Workplacel Have a strong mission statement and visionl Set stretch goals for excellencel Establish a culture that encourages learningl Embrace event-driven planningl Utilize temporary task forcesl Planning still starts and stops at the topPlanning comes alive when employees are involved in setting goals and determining the means to reach them Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved. 若有不当之处，请指正，谢谢！
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