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Lec5 chp6
 

Lec5 chp6

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    Lec5 chp6 Lec5 chp6 Presentation Transcript

    • Managerial Planning and Goal Setting CHAPTER 6 0
      • Define goals and plans and explain the relationship between them.
      • Explain the concept of organizational mission and how it influences goal setting and planning.
      • Describe the types of goals an organization should have and how managers use strategy maps to align goals.
      • Define the characteristics of effective goals .
      • Describe the four essential steps in the management by objectives (MBO) process.
      • Explain the difference between single-use plans and standing plans .
      • Describe and explain the importance of contingency planning, scenario building , and crisis planning in today’s environment.
      • Summarize the guidelines for high-performance planning in a fast-changing environment .
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0 Learning Outcomes
    • Overview of Goals and Plans
      • A goal is a desired future state that the organization attempts to realize
      • A plan is a blueprint for goal achievement
      • There are different levels of planning and goals in an organization
      • Goals at each level of the organization guide the organization
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Levels of Goals/Plans and their Importance Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Characteristics of Goals and Plans
      • Legitimacy
      • Source of motivation and commitment
      • Resource allocation
      • Guides to action
      • Rationale for decisions
      • Standards of performance
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • The Organizational Planning Process Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Organizational Mission
      • The mission statement is the reason the organization exists
        • Top of the goal hierarchy
        • Describes the values, aspirations and reason for being
        • A well-defined mission is the basis for all other goals
      • Mission statements outline the stated purpose and values to stakeholders
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Types of Goals and Plans
      • Strategic Goals – official goals, broad statements about the organization
        • Define the action steps the company intends to attain
        • The blueprint that defines activities
      • Tactical Goals – help execute major strategic plans
        • Specific part of the company’s strategy
        • Plans of the divisions and departments
      • Operational Goals – results expected from departments, work groups, and individuals
        • Lower levels of the organization
        • Specific action steps
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Aligning Goals with Strategy Maps
      • Goals should be consistent and mutually supportive
      • The achievement of goals at low levels permits the attainment of high-level goals
      • Individuals, teams, and departments should be working in concert
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Strategy Map for Aligning Goals Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. Goals should be consistent and mutually supportive 0
    • Operational Planning
      • Operational goals should direct employees and resources toward outcomes
      • It is important to establish effective goals
        • Management by objective
        • Single-use plans
        • Standing plans
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Characteristics of Effective Goal Setting Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Management by Objective
      • Defined by management scholar Peter Drucker in his 1954 book, The Practice of Management
      • Process of defining goals and monitoring progress
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Model of the MBO Process Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • MBO Benefits and Problems Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Single-Use and Standing Plans Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Planning for a Turbulent Environment
      • Contingency Planning – plans for emergencies, setbacks or unexpected conditions
      • Building Scenarios – visualizing future possibilities
      • Crisis Planning – preparing to cope with unexpected events
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Essential Stages of Crisis Planning Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Planning for High Performance
      • Traditional Approach:
      • Done by top executives (top down)
      • Central planning departments
      • Planning specialist
      • High-Performance Approach:
      • Decentralized planning
      • Managers plan throughout the organization
      • Now involves line-managers and employees
      • Dynamic plans for fast-changing needs
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. Stretch Goals and Big Hairy Audacious Goals (BHAG) are big and inspiring 0
    • Performance Dashboard for Planning
      • Gauge progress toward goals
      • Align and track goals
      • All employees can track progress
      Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0