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BUS 51 - Mosley7e ch02
- 1. Part 2
Planning and Organizing
Chapter 2
Fundamentals
of Planning
Mosley • Pietri
PowerPoint Presentation by Charlie Cook
The University of West Alabama
© 2008 Thomson/South-Western
All rights reserved.
- 2. Learning Objectives
Learning Objectives
After reading and studying this chapter, you should
be able to:
1. Discuss the important points about planning.
2. Explain the steps involved in planning.
3. Explain how planning differs at top, middle, and
supervisory management levels.
4. Explain how the hierarchy of objectives works.
5. Discuss some important guidelines in setting
objectives.
6. Differentiate the various kinds of standing and singleuse plans.
7. 2008 Thomson/South- chart.
© Draw a simple PERT
Western. All rights reserved.
2–2
- 3. EXHIBIT 2.1
The Three Planning Steps
What is to be
achieved?
What present and
future variables
could influence
what is to be
achieved?
© 2008 Thomson/SouthWestern. All rights reserved.
What, when, who,
where, and how
will the plan be
achieved?
2–3
- 4. Achieving Objectives or Goals
4
Implementing the
plan
(organizing,
leading, staffing)
5
Monitoring the
plan’s
implementation
(controlling)
© 2008 Thomson/SouthWestern. All rights reserved.
6
Evaluating the
plan’s
effectiveness
(controlling)
2–4
- 5. “Siamese Twins” of Management:
Planning and Controlling
Steps in Controlling
Steps in Controlling
1. Setting performance goals or norms.
1. Setting performance goals or norms.
2. Measuring performance.
2. Measuring performance.
3. Comparing performance with goals.
3. Comparing performance with goals.
4. Analyzing performance results.
4. Analyzing performance results.
5.Taking corrective action as needed.
5.Taking
2008 Thomson/South-corrective action as needed.
©
Western. All rights reserved.
2–5
- 8. Contingency Planning Anticipates
Problems
• Contingency Planning
Thinking in advance about possible
problems or changes that might
arise and having anticipated
solutions available.
The responses to the
“what if . . . ?”questions that
describe serious events.
• Scenario Planning
Anticipating alternative future
situations and developing courses
of action for each alternative.
© 2008 Thomson/SouthWestern. All rights reserved.
2–8
- 9. Questions for Good Contingency Planners
1. What might happen that could cause problems
within my area of responsibility?
2. What can I do to prevent these events from
happening?
3. If these events do occur, what can I do to
minimize their effect?
4. Have similar situations occurred in the past?
If so, how were they handled?
© 2008 Thomson/SouthWestern. All rights reserved.
2–9
- 10. Strategic Planning
• Strategic Planning by Top Managers Involves:
1. Defining the mission—the purpose the organization
serves and identifies its services, products, and
customers.
2. Setting objectives—the purposes, goals, and desired
results for the organization and its parts.
3. Developing strategies—the activities by which the
organization adapts to its environment in order to
achieve its objectives.
© 2008 Thomson/SouthWestern. All rights reserved.
2–10
- 11. Strategic and Operational Planning
• Strategic Planning
Has a longer time horizon, affects the entire
organization, and deals with the organization’s
interface to its external environment.
• Operational Planning
Consists of intermediate and short-term planning that
facilitates achievement of the long-term strategic
plans set at higher levels.
Middle and supervisory level managers are more
concerned with operational planning.
© 2008 Thomson/SouthWestern. All rights reserved.
2–11
- 12. EXHIBIT 2.4
Planning at Three Management Levels
Level
Planning Periods
What Is Planned
Top managers
Strategic long-term
intermediate-range plans
of 1 to 5 or more years
Growth rate
Competitive strategies
New products
Capital investments
Middle
managers
Intermediate- and shortrange plans of 1 month
to 1 year
How to improve scheduling
and coordination
How to exercise better control
at lower levels
Supervisors
Short-range plans of
1 day, 1 week,
1 to 6 months
How to accomplish performance
objectives
How to implement new policies, work
methods, and work assignments
How to increase efficiency (in costs,
quality, etc.)
Employee and supervisor vacations
© 2008 Thomson/SouthWestern. All rights reserved.
2–12
- 13. Importance of Setting Objectives
• Objectives
Can by synonymous with goals (semantics).
Some say specific objectives support broader goals.
Answer the question “What do I want to accomplish?.”
Serve as a stimulus for motivation and effort.
Guide managers at lower levels in developing
operational plans and coordinating activities.
• Hierarchy of Objectives
A network with broad goals at the top level of the
organization and narrower goals for individual
divisions, departments, or employees.
© 2008 Thomson/SouthWestern. All rights reserved.
2–13
- 14. EXHIBIT 2.5
Hierarchy of Objectives for Computronix
© 2008 Thomson/South*Objectives directly linked to improved cost effectiveness.
Western. All rights reserved.
2–14
- 15. Unified Planning through Objectives
• Unified Planning
Facilitates coordinating departments to ensure
harmony rather than conflict or competition.
Is important where coordination is required among
departments or work units.
© 2008 Thomson/SouthWestern. All rights reserved.
2–15
- 16. Guidelines for Setting Objectives
1. Select key performance areas
for objectives.
2. Be specific, if possible.
3. Set challenging objectives.
4. Keep objective areas in balance.
5. Objectives should be measurable.
6. Involve employees in setting
objectives.
7. Follow up on performance results.
© 2008 Thomson/SouthWestern. All rights reserved.
2–16
- 17. Types of Plans
• Standing (Repeat-Use) Plans
Plans that are used repeatedly over a period of time.
• Policy
Supports attainment of an organizational objective.
Provides guidance for implementation consistency
among decision makers.
Sets a boundary on a supervisor’s freedom of action.
• Role of Supervisors in Policy
Implementing established policies.
Creating policies within their organizational units.
© 2008 Thomson/SouthWestern. All rights reserved.
2–17
- 18. EXHIBIT 2.6
Examples of Policies
Compensation policy: “This company shall establish and maintain
wages on a level comparable to those paid for comparable positions
in other firms in the community.”
Overtime policy: “Supervisors shall offer overtime opportunities first
to the most senior employees in the department.”
Grievance policy: “Each employee shall have an opportunity for due
process in all disciplinary matters.”
Purchasing policy: “Where feasible, several sources of supply shall
be utilized so as not to be solely dependent on one supplier.”
Supervisory policy: “Managers shall periodically hold group
meetings with employees for the purposes of discussing objectives,
explaining new developments that may affect employees,
responding to questions, and, in general, encouraging more
effective and accurate communications within the organization.”
© 2008 Thomson/SouthWestern. All rights reserved.
2–18
- 19. Rules and Procedures
• Rule
Is a final and definite policy that is invariably enforced
under threat of consequences (i.e., punishment).
• The Role of Supervisors in Rules
Knowing when and how much flexibility there is in
application of a rule.
Avoiding overmanagement of employees through the
application of too many rules.
• Procedure
Sets out the steps to be performed when a particular
course of action (e.g., application of a rule) is taken.
© 2008 Thomson/SouthWestern. All rights reserved.
2–19
- 20. Types of Plans (cont’d)
• Single-Use Plans
Are developed to accomplish a specific purpose and
then discarded after use.
• Types of Single-Use Plans
Program—a large-scale plan composed of a mix of
objectives, policies, rules, and projects.
Project—a distinct part of a program.
Budget—a forecast of expected financial
performance over time.
Schedule—a plan of activities to be performed and
their timing.
© 2008 Thomson/SouthWestern. All rights reserved.
2–20
- 21. EXHIBIT 2.7
Example of Gantt Chart Showing Activities Needed in Production Start-Up
Gantt Chart
A visual progress
report that identifies
work stages or
activities on a
vertical axis and
scheduled
completion dates
horizontally.
© 2008 Thomson/SouthWestern. All rights reserved.
2–21
- 22. Program Evaluation and Review Technique
• Program Evaluation and Review Technique
(PERT)
Is a management scheduling tool.
Shows relationships among a network of activities to
determine the completion time of a project.
Is used on highly complex, one-time projects and
requires the use of a computer.
• Critical Path
The longest route in a PERT network that, in terms of
time and required sequence of activities, is required
to complete the job.
© 2008 Thomson/SouthWestern. All rights reserved.
2–22
- 24. Important Terms
Important Terms
•
•
•
•
•
•
•
•
•
•
•
•
budget
contingency planning
critical path
Gantt chart
hierarchy of objectives
mission
objectives
operational planning
policy
procedure
program
Program Evaluation and
Review Technique (PERT)
© 2008 Thomson/SouthWestern. All rights reserved.
•
•
•
•
•
•
•
•
•
•
project
rule
scenario planning
schedule
“Siamese twins” of
management
single-use plans
standing plans or repeat-use
plans
strategic planning
strategies
unified planning
2–24
Notas del editor
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