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1、Managerial Planning and Goal SettingChapter 71Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Planning for the FuturelMost organizations are facing turbulence and growing uncertaintyEconomic, political, & social turmoil = managers wonder how to copeRenewed intere
2、st in organizational planningManagers Challenge: Europa hotel2Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Managerial Planning and Goal SettinglProcess of planninglHow managers develop effective planslGoal settinglTypes of planslNew approaches to planningTopic
3、s Chapter 73Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.The Importance of Goals and PlansGuides to actionRationale for decisionsStandard of performanceGoals and Plans4Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Goals a
4、nd PlanslGoal - A desired future state that the organization attempts to realize. lPlan - A blueprint specifying the resource allocations, schedules, and other actions necessary for attaining goalslPlanning determining the organizations goals and the means for achieving themthe most fundamental mana
5、gement functionthe most controversial management function.5Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Mission StatementStrategic Goals/Plans Senior Management (Organization as a whole)Tactical Goals/Plans Middle Management (Major divisions, functions)Operati
6、onal Goals/Plans Lower Management (Departments, individuals)Internal Message Legitimacy, motivation, guides, rationale, standardsExternal Message Legitimacy for investors, customers, suppliers, communityLevels of Goals/Plans & Their Importance6Copyright 2005 by South-Western, a division of Thomson L
7、earning. All rights reserved.Benefits for the OrganizationLegitimacyWhat the organization stands for - reason for beingSymbolizes legitimacyEmployees identify with overall purpose Source of Motivation and Commitment Employees identification with the organizationMotivate by reducing uncertaintyGuides
8、 to ActionProvide a sense of direction; focus attention on specific targetsDirect efforts toward important outcomesProvided from Internal and External Messages Goals and Plans Send7Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Benefits for the OrganizationRatio
9、nale for DecisionsLearn what organization is trying to accomplishMake decisions to ensure that internal policies, roles, performance, structure, products, and expenditures will be made in accordance with desired outcomesStandard of PerformanceServe as performance criteriaProvide a standard of assess
10、ment Provided from Internal and External Messages Goals and Plans Send8Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Organizational MissionlMission = organizations reason for existinglMission StatementBroadly states the basic business scope and operations that
11、distinguishes it from similar types of organizationsMay include the market and customersSome may describe company values, product quality, attitudes toward employees9Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Bristol-Myers Squibb Mission StatementOur company
12、s mission is to extend and enhance human life by providing the highest-quality pharmaceutical and related health care products.10Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Strategic Goals and PlansStrategic GoalslWhere the organization wants to be in the fut
13、urelPertain to the organization as a wholeStrategic Plansl Action Steps used to attain strategic goalslBlueprint that defines the organizational activities and resource allocationslTends to be long term11Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Tactical Go
14、als 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 plans12Copyright 2005 by South-Western, a division of Thom
15、son Learning. All rights reserved.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 op
16、erations-Schedules are an important component 13Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Goal AttainmentMeans-end Chain lAttainment of goals at lower levels permits the attainment of high-level goalslTraditional organizational responsibilityStrategic = top
17、 managementTactical middle managementOperational = 1st line management & workers14Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Hierarchy of Goals Operational GoalsTactical GoalsStrategic GoalsMissionTraditional ResponsibilityTop ManagementMiddle Management1st-
18、line Management & WorkersShrinking middle managementEmployee empowerment EmployeesToday15Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Characteristics of EffectiveGoal SettinglSpecific and measurablelCover key result areaslChallenging but realisticDefined time
19、periodLinked to rewards16Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Model of the MBO ProcessStep 1: Set GoalsStep 2: Develop Action PlansStep 3: Review Progress Corporate Strategic Goals Departmental goals Individual goalsStep 4: Appraise Overall Performance
20、Appraise PerformanceTake Corrective ActionReview ProgressAction Plans17Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.MBO Benefits and ProblemsBenefits of MBOlManager and employee efforts are focused on activities that will lead to goal attainmentlPerformance ca
21、n be improved at all company levelslEmployees are motivatedlDepartmental and individual goals are aligned with company goalslConstant change prevents MBO from taking holdlAn environment of poor employer-employee relations reduces MBO effectivenesslStrategic goals may be displaced by operational goal
22、slMechanistic organizations and values that discourage participation can harm the MBO processlToo much paperwork saps MBO energyProblems with MBO18Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Single-Use PlansFor Goals Not Likely To Be RepeatedA program is a co
23、mplex set of objectives and plans to achieve an important, one-time organizational goalA project is similar to a program, but generally smaller in scope and complexity19Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Standing Plans For Tasks Performed RepeatedlyA
24、 policy is a general guide to action and provides direction for people within the organizationRules describe how a specific action is to be performedProcedures define a precise series of steps to be used in achieving a specific jobExperiential Expercise: Company Crise Wave20Copyright 2005 by South-W
25、estern, a division of Thomson Learning. All rights reserved.Contingency PlansSpecific Situations - unexpected conditionslIdentify Uncontrollable FactorsEconomic turndownsDeclining marketsIncreases in costs of suppliesTechnological developmentsSafety accidentslMinimize Impact of Uncontrollable Factor
26、sForecast a range of alternative responses to most-likely high-impact contingencies 21Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Building ScenarioslLooking at trends and discontinuities and imagining possible alternative futures to build a framework within w
27、hich unexpected future events can be managedForces managers to rehearse mentally what they would do if their best-laid plans were to collapse22Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Crisis Management PlanningSudden - Devastating Require Immediate Respons
28、elPreventionBuild trusting relationship with key stakeholdersOpen communicationlPreparationCrisis Management TeamCrisis Management PlanEstablish an Effective Communications systemlContainmentEthical Dilemma: Completing Project WebFirst23Copyright 2005 by South-Western, a division of Thomson Learning
29、. All rights reserved.Planning for High PerformancelCentral 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 CEOlDecentralized Planning = High-Pe
30、rformance Managers work with planning experts to develop their own goals and plans24Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Planning for High PerformancelPlanning comes alive when employees are involved in setting goals and determining the means to reach
31、them25Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Planning In The New WorkplacelHave a strong mission statement and visionlSet stretch goals for excellencelEstablish a culture that encourages learninglEmbrace event-driven planninglUtilize temporary task forceslPlanning still starts and stops at the topPlanning comes alive when employees are involved in setting goals and determining the means to reach them26Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved. 结结束束语语若有不当之处，请指正，谢谢！若有不当之处，请指正，谢谢！
