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PowerPoint Presentation  to Accompany Chapter 8 of   Management, 8/e John R. Schermerhorn, Jr . Prepared by: Michael K. McCuddy Valparaiso University Published by: John Wiley & Sons, Inc.
Planning Ahead  — Chapter 8 Study Questions ,[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 1: How do managers plan? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 1: How do managers plan? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 8.1  The roles of planning and controlling in the management process.
Study Question 1: How do managers plan? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 8.2  A sample means-ends chain for total quality management.
Study Question 2: What types of plans do managers use? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 2: What types of plans do managers use? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 2: What types of plans do managers use? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 2: What types of plans do managers use? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 3: What are the useful planning tools and techniques? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 3: What are the useful planning tools and techniques? ,[object Object],[object Object],[object Object],[object Object]
Study Question 3: What are the useful planning tools and techniques? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 3: What are the useful planning tools and techniques? ,[object Object],[object Object],[object Object]
Study Question 3: What are the useful planning tools and techniques? ,[object Object],[object Object],[object Object]
Study Question 3: What are the useful planning tools and techniques? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 8.3  How participation and involvement help build commitments to plans.
Study Question 4: What is the  control process? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 4: What is the  control process? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 8.4  Four steps in the control process.
Study Question 4: What is the  control process? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 4: What is the  control process? ,[object Object],[object Object],[object Object],[object Object]
Study Question 4: What is the  control process? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 4: What is the  control process? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 4: What is the  control process? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 4: What is the  control process? ,[object Object],[object Object],[object Object],[object Object]
Study Question 4: What is the  control process? ,[object Object],[object Object],[object Object],[object Object]
Figure 8.5  The role of feedforward, concurrent, and feedback controls in organizations.
Study Question 4: What is the  control process? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object]
Figure 8.6  Management by objectives as an integrated planning and control framework.
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 8.7  Graphical approach to break-even analysis.
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Study Question 5: What are the common organizational controls? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
COPYRIGHT Copyright 2004 © John Wiley & Sons, Inc. All rights reserved.  Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written permission of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

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Management 8e

  • 1. PowerPoint Presentation to Accompany Chapter 8 of Management, 8/e John R. Schermerhorn, Jr . Prepared by: Michael K. McCuddy Valparaiso University Published by: John Wiley & Sons, Inc.
  • 2.
  • 3.
  • 4.
  • 5. Figure 8.1 The roles of planning and controlling in the management process.
  • 6.
  • 7. Figure 8.2 A sample means-ends chain for total quality management.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18. Figure 8.3 How participation and involvement help build commitments to plans.
  • 19.
  • 20.
  • 21. Figure 8.4 Four steps in the control process.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29. Figure 8.5 The role of feedforward, concurrent, and feedback controls in organizations.
  • 30.
  • 31.
  • 32. Figure 8.6 Management by objectives as an integrated planning and control framework.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41.
  • 42.
  • 43. Figure 8.7 Graphical approach to break-even analysis.
  • 44.
  • 45.
  • 46.
  • 47. COPYRIGHT Copyright 2004 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written permission of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.