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1、Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB1Planning Tools and TechniquesAppendixAppendixBManagement Stephen P. Robbins Mary Coulter tenth editionCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallB2Learning OutcomesFollow this Learning Outline as you read and
2、study Follow this Learning Outline as you read and study this chapter.this chapter.Techniques for Assessing the EnvironmentTechniques for Assessing the Environment List the different approaches to assess the List the different approaches to assess the environment.environment. Explain what competitor
3、 intelligence is and Explain what competitor intelligence is and ways that managers can do it legally and ways that managers can do it legally and ethically.ethically. Describe how managers can improve the Describe how managers can improve the effectiveness of forecasting.effectiveness of forecastin
4、g. List the steps in the benchmarking process.List the steps in the benchmarking process.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB3Learning OutcomesTechniques for Allocating ResourcesTechniques for Allocating Resources List the four techniques for allocating resources.List
5、the four techniques for allocating resources. Describe the different types of budgets.Describe the different types of budgets. Explain what a Gantt chart and a load chart do.Explain what a Gantt chart and a load chart do. Describe how PERT network analysis works.Describe how PERT network analysis wo
6、rks. Understand how to compute a breakeven point.Understand how to compute a breakeven point. Describe how managers can use linear Describe how managers can use linear programming.programming.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB4Assessing the EnvironmentEnvironmental S
7、canningEnvironmental ScanningThe screening of large amounts of information to The screening of large amounts of information to anticipate and interpret change in the environment.anticipate and interpret change in the environment.Competitor IntelligenceCompetitor IntelligencevvThe process of gatherin
8、g information about competitorsThe process of gathering information about competitorsw who they are; what they are doingho they are; what they are doing Is not spying but rather careful attention to readily Is not spying but rather careful attention to readily accessible information from employees,
9、customers, accessible information from employees, customers, suppliers, the Internet, and competitors themselves.suppliers, the Internet, and competitors themselves.vvMay involve May involve reverse engineeringreverse engineering of competing products to of competing products to discover technical i
10、nnovations.discover technical innovations.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB5Assessing the EnvironmentEnvironmental Scanning (contd)Environmental Scanning (contd)Global ScanningGlobal ScanningvvScreening a broad scope of information on global forces that Screening a
11、broad scope of information on global forces that might affect the organization.might affect the organization.vvHas value to firms with significant global interests.Has value to firms with significant global interests.vvDraws information from sources that provide global Draws information from sources
12、 that provide global perspectives on worldwide issues and opportunities.perspectives on worldwide issues and opportunities.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB6Assessing the Environment (contd)ForecastingForecastingThe part of organizational planning that involves The
13、part of organizational planning that involves creating predictions of outcomes based on creating predictions of outcomes based on information gathered by environmental scanning.information gathered by environmental scanning.vvFacilitates managerial Facilitates managerial decision making.decision mak
14、ing.vvIs most accurate in Is most accurate in stable environments.stable environments.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB7Assessing the Environment (contd)Forecasting TechniquesForecasting TechniquesQuantitative forecastingQuantitative forecastingvvApplying a set of m
15、athematical rules to a series of hard data Applying a set of mathematical rules to a series of hard data to predict outcomes (e.g., units to be produced).to predict outcomes (e.g., units to be produced).Qualitative forecastingQualitative forecastingvvUsing expert judgments and opinions to predict le
16、ss than Using expert judgments and opinions to predict less than precise outcomes (e.g., direction of the economy).precise outcomes (e.g., direction of the economy).Collaborative Planning, Forecasting, and Collaborative Planning, Forecasting, and Replenishment (CPFR) SoftwareReplenishment (CPFR) Sof
17、twareA standardized way for organizations A standardized way for organizations to use the Internet to exchange data.to use the Internet to exchange data.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB8Exhibit B1Exhibit B1 Forecasting TechniquesForecasting TechniquesQuantitativeTi
18、me series analysisRegression modelsEconometric modelsEconomic indicatorsSubstitution effect QualitativeJury of opinionSales force compositionCustomer evaluationCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallB9Making Forecasting More Effective1.1.Use simple forecasting methods.Use
19、simple forecasting methods.2.2.Compare each forecast with its corresponding Compare each forecast with its corresponding “no change” forecast.“no change” forecast.3.3.Dont rely on a single forecasting method.Dont rely on a single forecasting method.4.4.Dont assume that the turning points in a trend
20、Dont assume that the turning points in a trend can be accurately identified.can be accurately identified.5.5.Shorten the time period covered by a forecast.Shorten the time period covered by a forecast.6.6.Remember that forecasting is a developed Remember that forecasting is a developed managerial sk
21、ill that supports decision making.managerial skill that supports decision making.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB10BenchmarkingThe search for the best practices among The search for the best practices among competitors and noncompetitors that lead to competitors an
22、d noncompetitors that lead to their superior performance.their superior performance.By analyzing and copying these practices, firms By analyzing and copying these practices, firms can improve their performance.can improve their performance.Copyright 2010 Pearson Education, Inc. Publishing as Prentic
23、e HallB11Exhibit B2Exhibit B2 Steps in BenchmarkingSteps in BenchmarkingSource: Based on Y.K. Shetty, “Aiming High: Competitive Benchmarking for Superior Performance,” Long Range Planning. February 1993, p. 42.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB12Allocating ResourcesT
24、ypes of ResourcesTypes of ResourcesThe assets of the organizationThe assets of the organizationvvFinancial:Financial: debt, equity, and retained earnings debt, equity, and retained earningsvvPhysical:Physical: buildings, equipment, and raw materials buildings, equipment, and raw materialsvvHuman:Hum
25、an: experiences, skills, knowledge, and competencies experiences, skills, knowledge, and competenciesvvIntangible:Intangible: brand names, patents, reputation, trademarks, brand names, patents, reputation, trademarks, copyrights, and databasescopyrights, and databasesCopyright 2010 Pearson Education
26、, Inc. Publishing as Prentice HallB13Allocating Resources: BudgetingBudgetsBudgetsAre numerical plans for allocating resources (e.g., Are numerical plans for allocating resources (e.g., revenues, expenses, and capital expenditures).revenues, expenses, and capital expenditures).Are used to improve ti
27、me, space, and use of material Are used to improve time, space, and use of material resources.resources.Are the most commonly used Are the most commonly used and most widely applicable and most widely applicable planning technique for planning technique for organizations.organizations.Copyright 2010
28、 Pearson Education, Inc. Publishing as Prentice HallB14Exhibit B3Exhibit B3 Types of BudgetsTypes of BudgetsSource: Based on R.S. Russell and B.W. Taylor III. Production and Operations Management (Upper Saddle River, NJ: Prentice Hall, 1995), p. 287. Copyright 2010 Pearson Education, Inc. Publishing
29、 as Prentice HallB15Exhibit B4Exhibit B4 Suggestions for Improving BudgetingSuggestions for Improving BudgetingCollaborate and communicate.Be flexible.Goals should drive budgetsbudgets should not determine goals.Coordinate budgeting throughout the organization.Use budgeting/planning software when ap
30、propriate.Remember that budgets are tools.Remember that profits result from smart management, not because you budgeted for them.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB16Allocating Resources: SchedulingSchedulesSchedulesPlans that allocate resources by detailing what Plans
31、 that allocate resources by detailing what activities have to be done, the order in which they are activities have to be done, the order in which they are to be completed, who is to do each, and when they to be completed, who is to do each, and when they are to be completed.are to be completed.Repre
32、sent the coordination of various activities.Represent the coordination of various activities.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB17Allocating Resources: ChartingGantt ChartGantt ChartA bar graph with time on the horizontal axis and A bar graph with time on the horizont
33、al axis and activities to be accomplished on the vertical axis.activities to be accomplished on the vertical axis.Shows the expected and actual progress of various Shows the expected and actual progress of various tasks.tasks.Load ChartLoad ChartA modified Gantt chart that lists entire departments o
34、r A modified Gantt chart that lists entire departments or specific resources on the vertical axis.specific resources on the vertical axis.Allows managers to plan and control capacity Allows managers to plan and control capacity utilization.utilization.Copyright 2010 Pearson Education, Inc. Publishin
35、g as Prentice HallB18Exhibit B5Exhibit B5 A Gantt ChartA Gantt ChartCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallB19Exhibit B6Exhibit B6 A Load ChartA Load ChartCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallB20Allocating Resources: Analysis Program Evaluation
36、 and Review Technique (PERT)Program Evaluation and Review Technique (PERT)A flow chart diagram that depicts the sequence of activities A flow chart diagram that depicts the sequence of activities needed to complete a project and the time or costs needed to complete a project and the time or costs as
37、sociated with each activity.associated with each activity.vvEvents:Events: endpoints for completion. endpoints for completion.vvActivities:Activities: time required for each activity. time required for each activity.vvSlack time:Slack time: the time that a completed activity waits for another the ti
38、me that a completed activity waits for another activity to finish so that the next activity, which depends on the activity to finish so that the next activity, which depends on the completion of both activities, can pletion of both activities, can start.vvCritical path:Critical path: the path (order
39、ing) of activities that allows all the path (ordering) of activities that allows all tasks to be completed with the least slack time.tasks to be completed with the least slack time.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB21Exhibit B7Exhibit B7 Steps in Developing a PERT Ne
40、tworkSteps in Developing a PERT Network1.Identify every significant activity that must be achieved for a project to be completed.2.Determine the order in which these events must be completed.3.Diagram the flow of activities from start to finish, identifying each activity and its relationship to all
41、other activities.4.Compute a time estimate for completing each activity.5.Using the network diagram that contains time estimates for each activity, determine a schedule for the start and finish dates of each activity and for the entire project.Copyright 2010 Pearson Education, Inc. Publishing as Pre
42、ntice HallB22Exhibit B8Exhibit B8 Events and Activities in Constructing an Events and Activities in Constructing an Office Building Office BuildingCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallB23Exhibit B9Exhibit B9 A Visual PERT Network for Constructing A Visual PERT Network fo
43、r Constructing an Office Building an Office BuildingCritical Path: A - B - C - D - G - H - J - KCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallB24Allocating Resources: Analysis (contd)Breakeven AnalysisBreakeven AnalysisIs used to determine the point at which all fixed costs Is us
44、ed to determine the point at which all fixed costs have been recovered and profitability begins.have been recovered and profitability begins.vvFixed cost (FC)Fixed cost (FC)vvVariable costs (VC)Variable costs (VC)vvTotal Fixed Costs (TFC)Total Fixed Costs (TFC)vvPrice (P)Price (P)The Break-even Form
45、ula:The Break-even Formula:Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB25Exhibit B10Exhibit B10Breakeven AnalysisBreakeven AnalysisCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallB26Allocating Resources: Analysis (contd)Linear ProgrammingLinear ProgrammingA t
46、echnique that seeks to solve resource allocation A technique that seeks to solve resource allocation problems using the proportional relationships problems using the proportional relationships between two variables.between two variables.Copyright 2010 Pearson Education, Inc. Publishing as Prentice H
47、allB27Exhibit B11 Production Data for Cinnamon-Exhibit B11 Production Data for Cinnamon- Scented Products Scented ProductsCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallB28Exhibit B12 Graphical Solution to Linear Exhibit B12 Graphical Solution to Linear Programming Problem Program
48、ming ProblemMax. AssemblyMax. ManufacturingMax. ManufacturingMax. AssemblyMax. ProfitsCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallB29Contemporary Planning TechniquesProjectProjectA one-time-only set of activities that has a definite A one-time-only set of activities that has a
49、definite beginning and ending point time.beginning and ending point time.Project ManagementProject ManagementThe task of getting a projects activities done on time, The task of getting a projects activities done on time, within budget, and according to specifications.within budget, and according to
50、specifications.vvDefine project goalsDefine project goalsvvIdentify all required activities, materials, and laborIdentify all required activities, materials, and laborvvDetermine the sequence of completionDetermine the sequence of completionCopyright 2010 Pearson Education, Inc. Publishing as Prenti
51、ce HallB30Exhibit B13Exhibit B13Project Planning ProcessProject Planning ProcessSource: Based on R.S. Russell and B.W. Taylor III, Production and Operations Management (Upper Saddle River, NJ: Prentice Hall, 1995), p. 287.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB31Contempor
52、ary Planning Techniques (contd)ScenarioScenarioA consistent view of what the future is likely to be.A consistent view of what the future is likely to be.Scenario PlanningScenario PlanningAn attempt not try to predict the future but to reduce An attempt not try to predict the future but to reduce unc
53、ertainty by playing out potential situations under uncertainty by playing out potential situations under different specified conditions.different specified conditions.Contingency PlanningContingency PlanningDeveloping scenarios that allow managers determine Developing scenarios that allow managers d
54、etermine in advance what their actions should be should a in advance what their actions should be should a considered event actually occur.considered event actually occur.Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallB32Terms to Know environmental scanningenvironmental scanning c
55、ompetitor intelligencecompetitor intelligence forecastsforecasts quantitative forecastingquantitative forecasting qualitative forecastingqualitative forecasting benchmarkingbenchmarking resourcesresources budgetbudget schedulingscheduling Gantt chartGantt chart load chartload chart PERT networkPERT
56、network eventsevents activitiesactivities slack timeslack time critical pathcritical path breakeven analysisbreakeven analysis linear programminglinear programming projectproject project managementproject management scenarioscenarioCopyright 2010 Pearson Education, Inc. Publishing as Prentice HallB3
57、3All rights reserved. No part of this publication may be reproduced, All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,
58、photocopying, recording, or any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. otherwise, without the prior written permission of the publisher. Printed in the United States of America.Printed in the United States of America.
