Managerial Planning and Goal Setting

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  • Organizational goal setting should be based on the organizational strategic plan. The organizational strategic plans can be created with tools such as humanconcepts.
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  • Managerial Planning and Goal Setting

    1. 1. Managerial Planning and Goal Setting CHAPTER 7 0
    2. 2. Learning Objectives <ul><li>Define goals and plans and explain the relationship between them. </li></ul><ul><li>Explain the concept of organizational mission and how it influences goal setting and planning. </li></ul><ul><li>Describe the types of goals an organization should have and why they resemble a hierarchy. </li></ul><ul><li>Define the characteristics of effective goals. </li></ul>0
    3. 3. Learning Objectives (contd.) <ul><li>Describe the four essential steps in the MBO process. </li></ul><ul><li>Explain the difference between single-use plans and standing plans. </li></ul><ul><li>Describe and explain the importance of the three stages of crisis management planning. </li></ul><ul><li>Summarize the guidelines for high-performance planning in a fast-changing environment. </li></ul>0
    4. 4. Planning for the Future <ul><li>Most organizations are facing turbulence and growing uncertainty </li></ul><ul><ul><li>Economic, political, & social turmoil = managers wonder how to cope </li></ul></ul><ul><ul><li>Renewed interest in organizational planning </li></ul></ul>0
    5. 5. Goals and Plans <ul><li>Goal - A desired future state that the organization attempts to realize </li></ul><ul><li>Plan - A blueprint specifying the resource allocations, schedules, and other actions necessary for attaining goals </li></ul><ul><li>Planning – determining the organization’s goals and the means for achieving them </li></ul><ul><ul><li>the most fundamental management function </li></ul></ul><ul><ul><li>the most controversial management function </li></ul></ul>0
    6. 6. Mission Statement Strategic Goals/Plans Senior Management (Organization as a whole) Tactical Goals/Plans Middle Management (Major divisions, functions) Operational Goals/Plans Lower Management (Departments, individuals) Internal Message Legitimacy, motivation, guides, rationale, standards External Message Legitimacy for investors, customers, suppliers, community Levels of Goals/Plans & Their Importance Exhibit 7.1 0
    7. 7. Benefits for the Organization <ul><li>Legitimacy </li></ul><ul><ul><li>What the organization stands for - reason for being </li></ul></ul><ul><ul><li>Symbolizes legitimacy </li></ul></ul><ul><ul><li>Employees identify with overall purpose </li></ul></ul><ul><li>Source of Motivation and Commitment </li></ul><ul><ul><li>Employees’ identification with the organization </li></ul></ul><ul><ul><li>Motivate by reducing uncertainty </li></ul></ul><ul><li>Resource allocation </li></ul><ul><ul><li>Allocate employees, money, and equipment </li></ul></ul><ul><li>Guides to Action </li></ul><ul><ul><li>Provide a sense of direction; focus attention on specific targets </li></ul></ul><ul><ul><li>Direct efforts toward important outcomes </li></ul></ul>Provided from Internal and External Messages Goals and Plans Send 0
    8. 8. Benefits for the Organization <ul><li>Rationale for Decisions </li></ul><ul><ul><li>Learn what organization is trying to accomplish </li></ul></ul><ul><ul><li>Make decisions to ensure that internal policies, roles, performance, structure, products, and expenditures will be made in accordance with desired outcomes </li></ul></ul><ul><li>Standard of Performance </li></ul><ul><ul><li>Serve as performance criteria </li></ul></ul><ul><ul><li>Provide a standard of assessment </li></ul></ul>Provided from Internal and External Messages Goals and Plans Send 0
    9. 9. Organizational Mission <ul><li>Mission - organization’s reason for existing </li></ul><ul><li>Mission Statement </li></ul><ul><ul><li>Broadly states the basic business scope and operations that distinguishes it from similar types of organizations </li></ul></ul><ul><ul><li>May include the market and customers </li></ul></ul><ul><ul><li>Some may describe company values, product quality, attitudes toward employees </li></ul></ul>0
    10. 10. Bristol-Myers Squibb Mission Statement Our company’s mission is to extend and enhance human life by providing the highest-quality pharmaceutical and related health care products. 0
    11. 11. Strategic Goals and Plans <ul><li>Strategic Goals </li></ul><ul><li>Where the organization wants to be in the future </li></ul><ul><li>Pertain to the organization as a whole </li></ul><ul><li>Strategic Plans </li></ul><ul><li>Action Steps used to attain strategic goals </li></ul><ul><li>Blueprint that defines the organizational activities and resource allocations </li></ul><ul><li>Tends to be long term </li></ul>0
    12. 12. Tactical Goals and Plans <ul><li>Tactical Goals </li></ul><ul><li>Apply to middle management </li></ul><ul><li>Goals that define the outcomes that major divisions and departments must achieve </li></ul><ul><li>Tactical Plans </li></ul><ul><li>Plans designed to help execute major strategic </li></ul><ul><li>plans </li></ul><ul><li>Shorter than time frame than strategic plans </li></ul>0
    13. 13. Operational Goals and Plans <ul><li>Operational Goals </li></ul><ul><li>Specific, measurable results </li></ul><ul><li>Expected from departments, work groups, and individuals </li></ul><ul><li>Operational Plans </li></ul><ul><li>Organization’s lower levels that specify action steps toward achieving operational goals </li></ul><ul><li>Tool for daily and weekly operations </li></ul><ul><li>Schedules are an important component </li></ul>0
    14. 14. Goal Alignment <ul><li>Means-end Chain </li></ul><ul><li>Achievement of goals at lower levels permits the attainment of high-level goals </li></ul><ul><li>Traditional organizational responsibility </li></ul><ul><ul><li>Strategic = top management </li></ul></ul><ul><ul><li>Tactical – middle management </li></ul></ul><ul><ul><li>Operational = 1 st line management & workers </li></ul></ul>0
    15. 15. Characteristics of Effective Goal Setting <ul><li>Specific and measurable </li></ul><ul><li>Specific and measurable </li></ul><ul><li>Challenging but realistic </li></ul><ul><li>Defined time period </li></ul><ul><li>Linked to rewards </li></ul>0
    16. 16. Model of the MBO Process Step 1: Set Goals Step 2: Develop Action Plans Step 3: Review Progress Exhibit 7.5 0  Corporate Strategic Goals  Departmental goals  Individual goals Step 4: Appraise Overall Performance Appraise Performance Take Corrective Action Review Progress Action Plans
    17. 17. MBO Benefits and Problems <ul><li>Manager and employee efforts are focused on activities that will lead to goal attainment </li></ul><ul><li>Performance can be improved at all company levels </li></ul><ul><li>Employees are motivated </li></ul><ul><li>Departmental and individual goals are aligned with company goals </li></ul><ul><li>Constant change prevents MBO from taking hold </li></ul><ul><li>An environment of poor employer-employee relations reduces MBO effectiveness </li></ul><ul><li>Strategic goals may be displaced by operational goals </li></ul><ul><li>Mechanistic organizations and values that discourage participation can harm the MBO process </li></ul><ul><li>Too much paperwork saps MBO energy </li></ul>Benefits of MBO Problems with MBO 0
    18. 18. Single-Use Plans For Goals Not Likely To Be Repeated <ul><li>A program is a complex set of objectives and plans to achieve an important, one-time organizational goal </li></ul><ul><li>A project is similar to a program, but generally smaller in scope and complexity </li></ul>0
    19. 19. Standing Plans For Tasks Performed Repeatedly <ul><li>A policy is a general guide to action and provides direction for people within the organization </li></ul><ul><li>Rules describe how a specific action is to be performed </li></ul><ul><li>Procedures define a precise series of steps to be used in achieving a specific job </li></ul>0
    20. 20. Contingency Plans Specific Situations - unexpected conditions <ul><li>Identify Uncontrollable Factors </li></ul><ul><ul><li>Economic turndowns </li></ul></ul><ul><ul><li>Declining markets </li></ul></ul><ul><ul><li>Increases in costs of supplies </li></ul></ul><ul><ul><li>Technological developments </li></ul></ul><ul><ul><li>Safety accidents </li></ul></ul><ul><li>Minimize Impact of Uncontrollable Factors </li></ul><ul><ul><li>Forecast a range of alternative responses to most-likely high-impact contingencies </li></ul></ul>0
    21. 21. Building Scenarios <ul><li>Looking at trends and discontinuities and imagining possible alternative futures to build a framework within which unexpected future events can be managed </li></ul>Forces managers to rehearse mentally what they would do if their best-laid plans were to collapse 0
    22. 22. Crisis Management Planning Sudden - Devastating –Require Immediate Response <ul><li>Prevention </li></ul><ul><ul><li>Build trusting relationship with key stakeholders </li></ul></ul><ul><ul><li>Open communication </li></ul></ul><ul><li>Preparation </li></ul><ul><ul><li>Crisis Management Team </li></ul></ul><ul><ul><li>Crisis Management Plan </li></ul></ul><ul><ul><li>Establish an Effective Communications system </li></ul></ul><ul><li>Containment </li></ul>0
    23. 23. Planning for Performance <ul><li>Central 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 CEO </li></ul><ul><li>Decentralized Planning = High-Performance Managers work with planning experts to develop their own goals and plans </li></ul>0
    24. 24. Planning In The New Workplace <ul><li>Have a strong mission statement and vision </li></ul><ul><li>Set stretch goals for excellence </li></ul><ul><li>Establish a culture that encourages learning </li></ul><ul><li>Embrace event-driven planning </li></ul><ul><li>Utilize temporary task forces </li></ul><ul><li>Planning still starts and stops at the top </li></ul>Planning comes alive when employees are involved in setting goals and determining the means to reach them 0

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