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1. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
Š 2007 Prentice Hall, Inc.
All rights reserved.
Foundations
of Planning
Chapter
7
2. Š 2007 Prentice Hall, Inc. All rights reserved. 7â2
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
What Is Planning?
⢠Define planning.
⢠Differentiate between formal and informal planning.
⢠Describe the purposes of planning.
⢠Discuss the conclusions from studies of the relationship
between planning and performance.
How Do Managers Plan?
⢠Define goals and plans.
⢠Describe the types of goals organizations might have.
⢠Explain why itâs important to know an organizationâs
stated and real goals.
⢠Describe each of the different types of plans.
3. Š 2007 Prentice Hall, Inc. All rights reserved. 7â3
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
Establishing Goals and Developing Plans
⢠Discuss how traditional goal setting works.
⢠Explain the concept of the meansâend chain.
⢠Describe the management by objective (MBO) approach.
⢠Describe the characteristics of well-designed goals.
⢠Explain the steps in setting goals.
⢠Discuss the contingency factors that affect planning.
⢠Describe the approaches to planning.
4. Š 2007 Prentice Hall, Inc. All rights reserved. 7â4
L E A R N I N G O U T L I N E (contâd)
Follow this Learning Outline as you read and study this chapter.
Contemporary Issues in Planning
⢠Explain the criticisms of planning and whether theyâre
valid.
⢠Describe how managers can effectively plan in todayâs
dynamic environment.
5. Š 2007 Prentice Hall, Inc. All rights reserved. 7â5
What Is Planning?
⢠Planning
ďA primary managerial activity that involves:
ďś Defining the organizationâs goals
ďś Establishing an overall strategy for achieving those goals
ďś Developing plans for organizational work activities.
ďTypes of planning
ďś Informal: not written down, short-term focus; specific to an
organizational unit.
ďś Formal: written, specific, and long-term focus, involves
shared goals for the organization.
6. Š 2007 Prentice Hall, Inc. All rights reserved. 7â6
Why Do Managers Plan?
⢠Purposes of Planning
ďProvides direction
ďReduces uncertainty
ďMinimizes waste and redundancy
ďSets the standards for controlling
7. Š 2007 Prentice Hall, Inc. All rights reserved. 7â7
Planning and Performance
⢠The Relationship Between Planning And
Performance
ďFormal planning is associated with:
ďś Higher profits and returns on assets.
ďś Positive financial results.
ďThe quality of planning and implementation affects
performance more than the extent of planning.
ďThe external environment can reduce the impact of
planning on performance,
ďFormal planning must be used for several years
before planning begins to affect performance.
8. Š 2007 Prentice Hall, Inc. All rights reserved. 7â8
How Do Managers Plan?
⢠Elements of Planning
ďGoals (also Objectives)
ďś Desired outcomes for individuals, groups, or entire
organizations
ďś Provide direction and evaluation performance criteria
ďPlans
ďś Documents that outline how goals are to be accomplished
ďś Describe how resources are to be allocated and establish
activity schedules
9. Š 2007 Prentice Hall, Inc. All rights reserved. 7â9
Types of Goals
⢠Financial Goals
ďAre related to the expected internal financial
performance of the organization.
⢠Strategic Goals
ďAre related to the performance of the firm relative to
factors in its external environment (e.g., competitors).
⢠Stated Goals versus Real Goals
ďBroadly-worded official statements of the organization
(intended for public consumption) that may be
irrelevant to its real goals (what actually goes on in
the organization).
10. Š 2007 Prentice Hall, Inc. All rights reserved. 7â10
Exhibit 7â1 Stated Goals of Large Global Companies
Execute strategic roadmapââPlan to Win.â
Grow the business profitably.
Identify and develop diverse talent.
Promote balanced, active lifestyles.
(McDonaldâs Corporation)
Continue to win market share globally.
Focus on higher-value products.
Reduce production costs.
Lower purchasing costs.
Integrate diversity.
Gain ISO 14001 certification for all factories.
(LâOreal)
Respect the environment.
Respect and support family unity and national
traditions.
Promote community welfare.
Continue implementing quality systems.
Continue to be a strong cash generator.
(Grupo Bimbo)
Control inventory.
Maintain industryâs lowest inventory shrinkage rate.
Open 25â30 new locations in fiscal 2006.
Live by the code of ethics every day.
(Costco)
Expand selection of competitively priced products.
Manage inventory carefully.
Continue to improve store format every few years.
Operate 2,000 stores by the end of the decade.
Continue gaining market share.
(Target)
Roll out newly-designed environmentally friendly
cup in 2006.
Open approximately 1,800 new stores globally in
2006.
Attain net revenue growth of approximately 20
percent in 2006.
Attain annual EPS growth of between 20 percent to
25 percent for the next 3 to 5 years.
(Starbucks)
Source: Information from companyâs Annual Reports, 2004â2005.
11. Š 2007 Prentice Hall, Inc. All rights reserved. 7â11
Exhibit 7â2 Types of Plans
12. Š 2007 Prentice Hall, Inc. All rights reserved. 7â12
Types of Plans
⢠Strategic Plans
ďApply to the entire organization.
ďEstablish the organizationâs overall goals.
ďSeek to position the organization in terms of its
environment.
ďCover extended periods of time.
⢠Operational Plans
ďSpecify the details of how the overall goals are to be
achieved.
ďCover short time period.
13. Š 2007 Prentice Hall, Inc. All rights reserved. 7â13
Types of Plans (contâd)
⢠Long-Term Plans
ďPlans with time frames extending beyond three years
⢠Short-Term Plans
ďPlans with time frames on one year or less
⢠Specific Plans
ďPlans that are clearly defined and leave no room for
interpretation
⢠Directional Plans
ďFlexible plans that set out general guidelines, provide
focus, yet allow discretion in implementation.
14. Š 2007 Prentice Hall, Inc. All rights reserved. 7â14
Exhibit 7â3 Specific Versus Directional Plans
15. Š 2007 Prentice Hall, Inc. All rights reserved. 7â15
Types of Plans (contâd)
⢠Single-Use Plan
ďA one-time plan specifically designed to meet the
need of a unique situation.
⢠Standing Plans
ďOngoing plans that provide guidance for activities
performed repeatedly.
16. Š 2007 Prentice Hall, Inc. All rights reserved. 7â16
Establishing Goals and
Developing Plans
⢠Traditional Goal Setting
ďBroad goals are set at the top of the organization.
ďGoals are then broken into subgoals for each
organizational level.
ďAssumes that top management knows best because
they can see the âbig picture.â
ďGoals are intended to direct, guide, and constrain
from above.
ďGoals lose clarity and focus as lower-level managers
attempt to interpret and define the goals for their
areas of responsibility.
17. Š 2007 Prentice Hall, Inc. All rights reserved. 7â17
Exhibit 7â4 The Downside of Traditional Goal Setting
18. Š 2007 Prentice Hall, Inc. All rights reserved. 7â18
Establishing Goals and Developing
Plans (contâd)
⢠Maintaining the Hierarchy of Goals
ďMeansâEnds Chain
ďś The integrated network of goals that results from establishing
a clearly-defined hierarchy of organizational goals.
ďś Achievement of lower-level goals is the means by which to
reach higher-level goals (ends).
19. Š 2007 Prentice Hall, Inc. All rights reserved. 7â19
Establishing Goals and Developing
Plans (contâd)
⢠Management By Objectives (MBO)
ďSpecific performance goals are jointly determined by
employees and managers.
ďProgress toward accomplishing goals is periodically
reviewed.
ďRewards are allocated on the basis of progress
towards the goals.
ďKey elements of MBO:
ďś Goal specificity, participative decision making, an explicit
performance/evaluation period, feedback
20. Š 2007 Prentice Hall, Inc. All rights reserved. 7â20
Exhibit 7â5 Steps in a Typical MBO Program
1. The organizationâs overall objectives and strategies are
formulated.
2. Major objectives are allocated among divisional and departmental
units.
3. Unit managers collaboratively set specific objectives for their
units with their managers.
4. Specific objectives are collaboratively set with all department
members.
5. Action plans, defining how objectives are to be achieved, are
specified and agreed upon by managers and employees.
6. The action plans are implemented.
7. Progress toward objectives is periodically reviewed, and
feedback is provided.
8. Successful achievement of objectives is reinforced by
performance-based rewards.
21. Š 2007 Prentice Hall, Inc. All rights reserved. 7â21
Does MBO Work?
⢠Reason for MBO Success
ďTop management commitment and involvement
⢠Potential Problems with MBO Programs
ďNot as effective in dynamic environments that require
constant resetting of goals.
ďOveremphasis on individual accomplishment may
create problems with teamwork.
ďAllowing the MBO program to become an annual
paperwork shuffle.
22. Š 2007 Prentice Hall, Inc. All rights reserved. 7â22
Exhibit 7â6 Characteristics of Well-Designed Goals
⢠Written in terms of
outcomes, not actions
ď Focuses on the ends, not
the means.
⢠Measurable and
quantifiable
ď Specifically defines how the
outcome is to be measured
and how much is expected.
⢠Clear as to time frame
ď How long before measuring
accomplishment.
⢠Challenging yet attainable
ď Low goals do not motivate.
ď High goals motivate if they
can be achieved.
⢠Written down
ď Focuses, defines, and
makes goals visible.
⢠Communicated to all
necessary organizational
members
ď Puts everybody âon the
same page.â
23. Š 2007 Prentice Hall, Inc. All rights reserved. 7â23
Steps in Goal Setting
1. Review the organizationâs mission statement.
Do goals reflect the mission?
2. Evaluate available resources.
Are resources sufficient to accomplish the mission?
3. Determine goals individually or with others.
Are goals specific, measurable, and timely?
4. Write down the goals and communicate them.
Is everybody on the same page?
5. Review results and whether goals are being met.
What changes are needed in mission, resources, or goals?
24. Š 2007 Prentice Hall, Inc. All rights reserved. 7â24
Developing Plans
⢠Contingency Factors in A Managerâs Planning
ďManagerâs level in the organization
ďś Strategic plans at higher levels
ďś Operational plans at lower levels
ďDegree of environmental uncertainty
ďś Stable environment: specific plans
ďś Dynamic environment: specific but flexible plans
ďLength of future commitments
ďś Commitment Concept: current plans affecting future
commitments must be sufficiently long-term to meet those
commitments.
25. Š 2007 Prentice Hall, Inc. All rights reserved. 7â25
Exhibit 7â7 Planning in the Hierarchy of Organizations
26. Š 2007 Prentice Hall, Inc. All rights reserved. 7â26
Approaches to Planning
⢠Establishing a formal planning department
ďA group of planning specialists who help managers
write organizational plans.
ďPlanning is a function of management; it should never
become the sole responsibility of planners.
⢠Involving organizational members in the process
ďPlans are developed by members of organizational
units at various levels and then coordinated with other
units across the organization.
27. Š 2007 Prentice Hall, Inc. All rights reserved. 7â27
Contemporary Issues in Planning
⢠Criticisms of Planning
ďPlanning may create rigidity.
ďPlans cannot be developed for dynamic
environments.
ďFormal plans cannot replace intuition and creativity.
ďPlanning focuses managersâ attention on todayâs
competition not tomorrowâs survival.
ďFormal planning reinforces todayâs success, which
may lead to tomorrowâs failure.
28. Š 2007 Prentice Hall, Inc. All rights reserved. 7â28
Contemporary Issues in Planning
(contâd)
⢠Effective Planning in Dynamic Environments
ďDevelop plans that are specific but flexible.
ďUnderstand that planning is an ongoing process.
ďChange plans when conditions warrant.
ďPersistence in planning eventually pay off.
ďFlatten the organizational hierarchy to foster the
development of planning skills at all organizational
levels.
29. Š 2007 Prentice Hall, Inc. All rights reserved. 7â29
Terms to Know
⢠planning
⢠goals
⢠plans
⢠stated goals
⢠real goals
⢠framing
⢠strategic plans
⢠operational plans
⢠long-term plans
⢠short-term plans
⢠specific plans
⢠directional plans
⢠single-use plan
⢠standing plans
⢠traditional goal setting
⢠means-ends chain
⢠management by
objectives (MBO)
⢠mission
⢠commitment concept
⢠formal planning
department