Chapter 1 Fundamentals of Management.ppt
- 1. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-1
- 2. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-2 • Define the nature and purpose of planning • Classify the types of goals organizations might have and the plans they use • Compare and contrast approaches to goal-setting and planning • Discuss contemporary issues in planning
- 3. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-3 What Is Planning? • Planning - a primary managerial activity that involves: – Defining the organization’s goals – Establishing an overall strategy for achieving those goals – Developing plans for organizational work activities
- 4. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-4 Formal Planning • Formal planning – Specific goals covering a specific time period – Written and shared with organizational members
- 5. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-5 Why Do Managers Plan? • Purposes of Planning – Provides direction – Reduces uncertainty – Minimizes waste and redundancy – Sets the standards for controlling
- 6. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-6 Planning and Performance • Formal planning is associated with: – Higher profits and returns on assets – Positive financial results – The quality of planning and implementation affects performance more than the extent of planning – The external environment can reduce the impact of planning on performance
- 7. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-7 Elements of Planning • Goals (also Objectives) – Desired outcomes for individuals, groups, or entire organizations – Provide direction and evaluation performance criteria • Plans – Documents that outline how goals are to be accomplished – Describe how resources are to be allocated and establish activity schedules
- 8. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-8 Types of Goals • Financial Goals - related to the expected internal financial performance of the organization. • Strategic Goals - related to the performance of the firm relative to factors in its external environment (e.g., competitors).
- 9. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-9
- 10. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-10 Types of Plans • Strategic Plans – Establish the organization’s overall goals – Seek to position the organization in terms of its environment – Cover extended periods of time • Operational Plans – Specify the details of how the overall goals are to be achieved – Cover a short time period
- 11. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-11 Types of Plans • Long-Term Plans – Time frames extending beyond three years. • Short-Term Plans – Time frames of one year or less.
- 12. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-12 Types of Plans • Specific Plans – Plans that are clearly defined and leave no room for interpretation. • Directional Plans – Flexible plans that set out general guidelines and provide focus, yet allow discretion in implementation.
- 13. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-13 Types of Plans • Single-Use Plan – A one-time plan specifically designed to meet the need of a unique situation. • Standing Plans – Ongoing plans that provide guidance for activities performed repeatedly.
- 14. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-14 Traditional Goal Setting • Broad goals are set at the top of the organization. • Goals are then broken into sub-goals for each organizational level. • Goals are intended to direct, guide, and constrain from above. • Goals lose clarity and focus as lower-level managers attempt to interpret and define the goals for their areas of responsibility.
- 15. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-15 Exhibit 8-2: The Downside of Traditional Goal Setting
- 16. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-16 • Means-Ends Chain – The integrated network of goals that results from establishing a clearly-defined hierarchy of organizational goals. – Achievement of lower-level goals is the means by which to reach higher-level goals (ends). Maintaining the Hierarchy of Goals
- 17. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-17 • Specific performance goals are jointly determined by employees and managers. • Progress toward accomplishing goals is periodically reviewed. • Rewards are allocated on the basis of progress towards the goals. Management By Objectives (MBO)
- 18. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-18 Management By Objectives (MBO) • Key elements of MBO: – goal specificity – participative decision making – an explicit performance/evaluation period – feedback
- 19. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-19 Exhibit 8-3: Steps in a Typical MBO Program
- 20. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-20 Does MBO Work? • Reason for MBO Success – Top management commitment and involvement • Potential Problems with MBO Programs – Are less effective in dynamic environments that require constant resetting of goals – Overemphasis on individual accomplishment may create problems with teamwork – Allowing the MBO program to become an annual paperwork shuffle
- 21. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-21 Exhibit 8-4: Well-Written Goals
- 22. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-22 Steps in Goal Setting 1. Review the organization’s 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?
- 23. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-23 Steps in Goal Setting 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. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-24 Contingency Factors in Planning • Manager’s level in the organization – Strategic plans at higher levels – Operational plans at lower levels • Degree of environmental uncertainty – Stable environment: specific plans – Dynamic environment: specific but flexible plans
- 25. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-25 Contingency Factors in Planning • Length of future commitments – Commitment Concept: Current plans affecting future commitments must be sufficiently long- term in order to meet those commitments.
- 26. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-26 Exhibit 8-5: Planning in the Hierarchy Organizations
- 27. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-27 Approaches to Planning • Establishing a formal planning department – Create a group of planning specialists that help managers write organizational plans. – Planning is a function of management; it should never become the sole responsibility of planners.
- 28. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-28 Approaches to Planning • Involving organizational members in the process – Plans are developed by members of organizational units at various levels and then coordinated with other units across the organization.
- 29. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-29 Criticisms of Planning • Planning may create rigidity. • Plans cannot be developed for dynamic environments. • Formal plans cannot replace intuition and creativity.
- 30. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-30 Criticisms of Planning • Planning focuses managers’ attention on today’s competition—not tomorrow’s survival. • Formal planning reinforces today’s success, which may lead to tomorrow’s failure. • Planning isn’t enough.
- 31. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-31 Planning in Dynamic Environments • Develop plans that are specific but flexible. • Understand that planning is an ongoing process. • Change plans when conditions warrant alterations.
- 32. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-32 Planning in Dynamic Environments • Persistence in planning eventually pays off. • Flatten the organizational hierarchy to foster the development of planning skills at all organizational levels.
- 33. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-33 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
- 34. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 8-34