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1、PowerPoint Presentation by Charlie Cook Copyright 2005 Prentice Hall, Inc. All rights reserved.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,92,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 thre
2、e different 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.
3、 Describe the different types of budgets. Tell what a Gantt chart does. Explain a load chart.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,93,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)
4、Describe how a PERT network analysis works. Compute breakeven point. 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.
5、Discuss why scenario planning has become an important planning tool for managers.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,94,Assessing the Environment,Environmental Scanning The screening of large amounts of information to anticipate and interpret change in the environment. Competito
6、r Intelligence The process by which organizations gather information about their competitors Who they are?; what are they doing? Is not spying but rather careful attention to readily accessible information from employees, customers, suppliers, the Internet, and competitors themselves. May involved r
7、everse engineering of competing products to discover technical innovations.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,95,Assessing the Environment (contd),Environmental Scanning (contd) Global Scanning Screening a broad scope of information on global forces that might affect the organi
8、zation. Has value to firms with significant global interests. Draws information from sources that provide global perspectives on world-wide issues and opportunities.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,96,Assessing the Environment (contd),Forecasting The part of organizational pl
9、anning that involves creating predictions of outcomes based on information gathered by environmental scanning. Facilitates managerial decision making. Is most accurate in stable environments.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,97,Assessing the Environment (contd),Types of Foreca
10、sting Quantitative forecasting Applying a set of mathematical rules to a series of hard data to predict outcomes (e.g., units to be produced). Qualitative forecasting Using expert judgments and opinions to predict less than precise outcomes (e.g., direction of the economy).,Copyright 2005 Prentice H
11、all, Inc. All rights reserved.,98,Collaborative Planning, Forecasting, and Replenishment (CPFR),CPFR Software A standardized way for organizations to use the Internet to exchange data.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,99,Making Forecasting More Effective,Use simple forecasting
12、 methods. Compare each forecast with its corresponding “no change” forecast. Dont rely on a single forecasting method. 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
13、 that supports decision making.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,910,Benchmarking,The search for the best practices among competitors and noncompetitors that lead to their superior performance. By analyzing and copying these practices, firms can improve their performance.,Copy
14、right 2005 Prentice Hall, Inc. All rights reserved.,911,The Benchmarking Process,Form a benchmarking team. Identify what is to be benchmarked, select comparison organizations, and to determine data collection methods. Collect internal and external data on work methods. Analyze data to identify perfo
15、rmance gaps and the cause of differences. Prepare and implement and action plan to meet or exceed the standards of others.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,912,Allocating Resources,Types of Resources The assets of the organization Financial: debt, equity, and retained earnings
16、 Physical: buildings, equipment, and raw materials Human: experiences, skills, knowledge, and competencies Intangible: brand names, patents, reputation, trademarks, copyrights, and databases Structural/cultural: history, culture, work systems, working relationships, trust, and policies,Copyright 2005 Prentice Hall, Inc. All rights reserved.,913,Allocating Resources: Budgeting,Budgets Numerical plans for allocating resources (e.g., revenues, expenses
