管理学课件第五版 (5)[33页]
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over specific plans. 6. Define management by objectives and identify its
common elements.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
3–2
Learning Outcomes (cont’d)
Learning Outcomes
After reading this chapter, I will be able to:
1. Define planning. 2. Explain the potential benefits of planning. 3. Identify potential drawbacks to planning. 4. Distinguish between strategic and tactical plans. 5. Recognize when directional plans are preferred
3–7
Types of Plans
BREADTH OF USE
Strategic
Tactical
TIME FRAME
Long term
Short term
SPECIFICITY
Directional Specific
FREQUENCY OF USE
Single use
Standing
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
3–6
Planning and Performance
• Formal planning generally means higher profits, higher return on assets, and other positive financial results.
• Planning process quality and implementation probably contribute more to high performance than does the extent of planning.
After reading this chapter, I will be able to:
7. Outline the steps in the strategic management process.
8. Describe the four grand strategies. 9. Explain SWOT analysis. 10. Describe how entrepreneurs identify a competitive
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
3Hale Waihona Puke Baidu4
Reasons for Planning
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Exhibit 3.1
3–5
advantage.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
3–3
Planning Defined
• Defining the organization’s objectives or goals • Establishing an overall strategy for achieving
PART II: Planning
Chapter 3
3
Foundations of Planning
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
those goals • Developing a comprehensive hierarchy of plans
to integrate and coordinate activities
Planning is concerned with ends (what is to be done) as well as with means (how it is to be done).
Criticisms Of Formal Planning
• Planning may create rigidity. • Plans can’t be developed for a dynamic
environment. • Formal plans can’t replace intuition and creativity. • Planning focuses managers’ attention on today’s
competition, not on tomorrow’s survival. • Formal planning reinforces success, which may
lead to failure.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
• When external environment restrictions allowed managers few viable alternatives, planning did not lead to higher performance.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Exhibit 3.2
3–8
Planning: Focus and Time
• Strategic plans
➢ Plans that are organization-wide, establish overall objectives, and position an organization in terms of its environment
common elements.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
3–2
Learning Outcomes (cont’d)
Learning Outcomes
After reading this chapter, I will be able to:
1. Define planning. 2. Explain the potential benefits of planning. 3. Identify potential drawbacks to planning. 4. Distinguish between strategic and tactical plans. 5. Recognize when directional plans are preferred
3–7
Types of Plans
BREADTH OF USE
Strategic
Tactical
TIME FRAME
Long term
Short term
SPECIFICITY
Directional Specific
FREQUENCY OF USE
Single use
Standing
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
3–6
Planning and Performance
• Formal planning generally means higher profits, higher return on assets, and other positive financial results.
• Planning process quality and implementation probably contribute more to high performance than does the extent of planning.
After reading this chapter, I will be able to:
7. Outline the steps in the strategic management process.
8. Describe the four grand strategies. 9. Explain SWOT analysis. 10. Describe how entrepreneurs identify a competitive
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
3Hale Waihona Puke Baidu4
Reasons for Planning
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Exhibit 3.1
3–5
advantage.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
3–3
Planning Defined
• Defining the organization’s objectives or goals • Establishing an overall strategy for achieving
PART II: Planning
Chapter 3
3
Foundations of Planning
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
those goals • Developing a comprehensive hierarchy of plans
to integrate and coordinate activities
Planning is concerned with ends (what is to be done) as well as with means (how it is to be done).
Criticisms Of Formal Planning
• Planning may create rigidity. • Plans can’t be developed for a dynamic
environment. • Formal plans can’t replace intuition and creativity. • Planning focuses managers’ attention on today’s
competition, not on tomorrow’s survival. • Formal planning reinforces success, which may
lead to failure.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
• When external environment restrictions allowed managers few viable alternatives, planning did not lead to higher performance.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Exhibit 3.2
3–8
Planning: Focus and Time
• Strategic plans
➢ Plans that are organization-wide, establish overall objectives, and position an organization in terms of its environment