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1、8th edition Steven P. Robbins Mary CoulterCopyright 2005 Prentice Hall, Inc.Copyright 2005 Prentice Hall, Inc.All rights reserved. All rights reserved.L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Techniques for Assessing the Environment List three dif
2、ferent approaches to environmental scanning. Explain what competitor intelligence is and ways that managers can do it legally and ethically. Describe how managers can improve the effectiveness of forecasting. Techniques for Allocating Resources List the four techniques for allocating resources. Desc
3、ribe the different types of budgets. Tell what a Gantt chart does. Explain a load chart.2*L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Techniques for Allocating Resources (contd) Describe how a PERT network analysis works. Compute breakeven po
4、int. Describe how managers can use linear programming. Contemporary Planning Techniques Explain why flexibility is so important to todays planning techniques. Describe project management. List the steps in the project planning process. Discuss why scenario planning has become an important planning t
5、ool for managers.3*Assessing the Environment Environmental Scanning The screening of large amounts of information to anticipate and interpret change in the environment. Competitor IntelligencevThe process by which organizations gather information about their competitors Who they are?; what are they
6、doing?vIs not spying but rather careful attention to readily accessible information from employees, customers, suppliers, the Internet, and competitors themselves.vMay involved reverse engineering of competing products to discover technical innovations.4*Assessing the Environment (contd) Environment
7、al Scanning (contd) Global ScanningvScreening a broad scope of information on global forces that might affect the organization.vHas value to firms with significant global interests.vDraws information from sources that provide global perspectives on world-wide issues and opportunities.5*Assessing the
8、 Environment (contd) Forecasting The part of organizational planning that involves creating predictions of outcomes based on information gathered by environmental scanning.vFacilitates managerial decision making.vIs most accurate in stable environments.6*Assessing the Environment (contd) Types of Fo
9、recasting Quantitative forecastingvApplying a set of mathematical rules to a series of hard data to predict outcomes (e.g., units to be produced). Qualitative forecastingvUsing expert judgments and opinions to predict less than precise outcomes (e.g., direction of the economy).7*Collaborative Planni
10、ng, Forecasting, and Replenishment (CPFR) CPFR Software A standardized way for organizations to use the Internet to exchange data.8*Making Forecasting More Effective Use simple forecasting methods. Compare each forecast with its corresponding “no change” forecast. Dont rely on a single forecasting m
11、ethod. Dont assume that the turning points in a trend can be accurately identified. Shorten the time period covered by a forecast. Remember that forecasting is a developed managerial skill that supports decision making.9*Benchmarking The search for the best practices among competitors and noncompeti
12、tors that lead to their superior performance. By analyzing and copying these practices, firms can improve their performance.10*The Benchmarking Process Form a benchmarking team. Identify what is to be benchmarked, select comparison organizations, and to determine data collection methods. Collect int
13、ernal and external data on work methods. Analyze data to identify performance gaps and the cause of differences. Prepare and implement and action plan to meet or exceed the standards of others.11*Allocating Resources Types of Resources The assets of the organizationvFinancial: debt, equity, and reta
14、ined earningsvPhysical: buildings, equipment, and raw materialsvHuman: experiences, skills, knowledge, and competenciesvIntangible: brand names, patents, reputation, trademarks, copyrights, and databasesvStructural/cultural: history, culture, work systems, working relationships, trust, and policies1
15、2*Allocating Resources: Budgeting Budgets Numerical plans for allocating resources (e.g., revenues, expenses, and capital expenditures).vUsed to improve time, space, and use of material resources.vAre the most commonly used and most widely applicable planning technique for organizations.13*Allocatin
16、g Resources: Scheduling Schedules Plans that allocate resources by detailing what activities have to be done, the order in which they are to be completed, who is to do each, and when they are to be completed. Represent the coordination of various activities.14*Allocating Resources: Charting Gantt Chart A bar graph with time on the horizontal axis and activities to be
