badua, adrian ultado, john benjamin. after discussing this section you should be able to: 1. discuss...
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Badua, AdrianUltado, John Benjamin
After discussing this section you should be able to:
1. discuss the costs and benefits of planning.
2. describe how to make a plan that works.
PlanningA primary functional managerial activity that involves:
Defining the organization’s goals Establishing an overall strategy for achieving
those goals Developing a comprehensive set of plans to
integrate and coordinate organizational work.
Informalnot written down, short term focusspecific to an organization.
FormalInvolved shared goals for the
organizationWrittenSpecificLong term focus
Purposes of PlanningProvides directionReduces uncertaintyMinimizes waste and redundancySets the standards for controlling
The BenefitsThe Pitfalls of Planning
Intensified Effort
Persistence
Direction
Creation of Task
Strategies
It Works!
Impede Change & Prevent
Adaptation
Create a False
Sense of Certainty
Detachment of Planners
Leaders must have a visionPlanners must be close to eventsPlans must be flexible
Set Goals
DevelopCommitment
to Goals
DevelopEffective Action
Plans
Track ProgressToward GoalAchievement
MaintainFlexibility in
Planning
Adapted from Exhibit 4.1
Specific
Measurable
Attainable
Realistic
Timely
The determination to achieve a goalIncreased by:
Setting goals through participationMaking goals reasonableMaking goals publicObtaining top management support
For accomplishing a goal, these list the:specific stepspeopleresourcestime period
One method, setting:proximal goals - short-termdistal goals - long-term
Second method:gather and provide performance feedbackmake adjustments in:
effortdirectionstrategies
Option-based planningkeep options open through simultaneous
investmentinvest more in promising options
Learning-based planningplans need to be continuously adjustedencourages frequent reassessment and
revision of goals
After discussing this section you should be able to:
3. discuss how companies can use plans at all management levels, from top to bottom,
4. describe the different kinds of special-purpose plans that companies use for change, contingencies, and product development.
Vision
Adapted from Exhibit 4.3
Vision
Mission
TacticalPlans
Managementby
Objectives
OperationalPlans
StandingPlans
Single-UsePlans
Adapted from Exhibit 4.4
TopManagers
MiddleManagers
First-LevelManagers
Visionstatement of purposeenduring, inspirational, clear, and consistent
with company beliefs and valuesMission
flows from visionmore specific goal statements
Targetingset a clear, specific target
Common-Enemyvow to defeat a rival
Role-Modelemulate a successful company
Internal-Transformationstrive to dramatically change the company
Tactical Plansspecify how a company will use resources,
budgets, and people to accomplish goalsManagement by Objectives
develop and carry out tactical plansfour steps
discuss goalsparticipatively select goalsjointly develop tactical plansmeet to review performance
Management by Objectives (MBO)
MBO & Production
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Probability of success 97%
68%
MBO is based on goals, participation and feedback. Companies that use
MBO are 97% more likely to outproduce companies that don’t!
Operational plansday-to-day plans
Single-use planscover one-time-only events
Standing plansplans for recurring eventsthree kinds
policiesproceduresrules & regulations
Budgeting
Planningfor
Change
Planningfor
Contingencies
Planningfor
ProductDevelopment
Stretch goalsextremely ambitious goalsinitially employees don’t know how to
accomplishBenchmarking
identify outstanding practices in other companies
adapt them to your company
Stretch goals are more than just demanding more from employees
Give employees the tools to succeedDon’t punish failure
Steve Kerr on Stretch Goals at GE
Define the scope of the scenario
Identify the major stakeholders
Identify environmental trends
Identify key uncertainties and outcomes of these trends
Using steps 1-4, create initial scenarios
Check each scenario for consistency and plausibility of facts
Create contingency plans from each scenario
Aggregate product plansFour keys to faster product development
cross-functional teamsinternal and external communicationoverlapping development phasesfrequent testing of product prototypes
January July January July JulyJanuary
Block DiagramEvolution of System SpecificationSimulation
ASIC and Board Design
Hardware Mock-ups & Models
“Bring-up”
FullSystem
Prototype
ShipDate
Conceptualization Simulation ImplementationAdapted from Figure 4.7
http://www.swlearning.com/management/williams/m2e/.../powerpoint/ch04.ppt
http://www.slideshare.net/waky/chapter-5-planing-and-dicision-making http://ctb.ku.edu/en/table-of-contents/leadership/effective-manager/
management-plan/main http://www.udemy.com/blog/planning-in-management/ http://www.udemy.com/blog/planning-in-management/ Williams, Chuck, (2009), Management, Planning, 157-169. Shahrol Aman Ahmad, Azhari Ramli, Nasri Nalimi, Azelin Aziz, Dr. Santhi
Raghavan, (2009), Fundamentals Of Management, Planning and Decision Making, 35-46.
Quin, Susan, (2010), Management Basics, Planning in the Organization, 18-22.
Boeing vs Airbus Reference:http://www.123helpme.com/boeing-vs-airbus-view.asp?id=161013http://www.123helpme.com/boeing-management-planning-view.asp?id=163866Douglas A. Irwin, Nina Pavcnik, (2003), Airbus versus Boeing Revisited: International Competition in the Aircraft Market www.swlearning.com/management/williams/m2e/.../powerpoint/ch04.ppt
Cola Wars: The New Coke Reference:http://www.123helpme.com/coca-cola-versus-pepsi-cola-view.asp?id=164247http://www.123helpme.com/cola-war-case-view.asp?id=164246http://www.123helpme.com/view.asp?id=63733
Ford Motor Company Reference:Williams, Chuck, (2009), Management, Planning, 155.
Video Reference:https://www.youtube.com/watch?v=3y0Jja52B2o
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