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Daft11e ppt ch07
- 1. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
- 2. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
All of the other management functions
stem from planning
How do you plan for an undefined future?
No plan is perfect
Without plans and
goals, organizations flounder
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A goal is a desired future state
that the organization attempts to
realize
A plan is a blueprint for goal
achievement and specifies
the necessary resource
allocations, schedules, tasks
, and other actions
PLANNING
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Organizational mission – the organization’s
reason for existence
Strategic goals – official goals, broad
statements describing the organization’s
future
Strategic plans – define the action steps the
company will take
Goals should be aligned using a strategy
map
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- 8. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Direct employees and resources
Guide toward efficient and effective
performance
Includes planning approaches:
Management-by-Objectives (MBO)
Single-Use Plans
Standing Plans
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Defined in 1954 by Peter Drucker
Method for defining goals and monitoring
performance
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Single-Use Plans
Achieve one-time goals
Programs and projects
Standing Plans
Ongoing plans
Policies, rules, procedures
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Single-Use Plans
Program: building new
headquarters, converting paper files to
digital
Project: renovating the office, setting up a
new company intranet
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Standing Plans
Policy: Sexual harassment policies, Internet
and social media policies
Rule: No eating rule in areas of company
where employees are visible to public
Procedure: Procedures for issuing refunds,
Procedures for handling employee
grievances
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- 15. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
• Goals and plans provide a source of motivation
and commitment
• Goals and plans guide resource allocation
• Goals and plans are a guide to action
• Goals and plans set a standard of performance
• Goals and plans can create a false sense of
certainty
• Goals and plans may cause rigidity in a turbulent
environment
• Goals and plans can get in the way of intuition and
creativity
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- 16. © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Contingency Planning
Planning for emergencies, setbacks, or
unexpected conditions
Building Scenarios
A forecasting technique to look at current
trends and discontinuities and visualize future
possibilities
Crisis Planning
Unexpected events that are sudden and
devastating
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Stretch goals are highly ambitious
Clear, compelling, and imaginative
Require innovation
Goals must be seen as achievable
Like Big Hairy Audacious Goal (BHAG) from
1996 article on “Building Your Company’s
Vision”
As times move faster and become more
turbulent, these are important
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