第四章计划管理

1、Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-1 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbin

2、s & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-2 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-3 Copyright 2012 Pearson Education, Inc. Publishin

3、g as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-4 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All

4、 rights reserved8-5 定义定义计划的本质和目的 划分划分组织可能具有的目标类型以及组织使用的方案 比较比较目标设定和计划的各种方法 讨论讨论当代的一些计划事项Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-6 计划：一种主要的管理活动，其中包括 定义本组织的目标 确

5、定一个整体战略以实现这些目标 制定各种方案以整合和协调工作活动Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-7 正式的计划 某个特定时间段内的具体目标 目标是成文的，被组织成员共享Copyright 2012 Pearson Education, Inc. Publishing a

6、s Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-8 计划的目标 提供指导 降低不确定性 尽量减少浪费和冗余 制定在进行控制时使用的标准Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary C

7、oulter2012 Pearson Education, Inc. All rights reserved8-9 与正式计划有关的一些发现: 更高的利润和资产回报率 正面的财务绩效 与计划的范围相比，计划的质量及实施往往更显著地影响绩效 外部环境能够削弱计划对绩效的影响Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All

8、 rights reserved8-10 目标 个体、群体或整个组织希望获得的结果 能够提供方向及绩效评估标准 方案 概述如何实现目标的文件 描述如何配置资源和制定行动日程Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-11 目标的外在表现 与外界沟通的公共关系Copyright 2

9、012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-12 目标的内在表现 企业实际实施的目标Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P.

10、 Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-13 财务目标： 本组织希望实现的内部财务绩效 战略目标： 本组织希望在其外部环境中实现的绩效Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved

11、8-14 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-15 战略方案战略方案 确定本组织的总体目标 设法定位本组织在所处环境中的位置 涵盖较长的时间段 业务方案业务方案 具体阐述如何实现本组织的总体目标 只涵盖较短的时间段Copyright 2012 Pearson Educat

12、ion, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-16 方案的类型 长期方案长期方案 时间长度超过3年的方案 短期方案短期方案 为期1年或更短时间的方案Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition

13、by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-17 方案的类型 具体方案具体方案 定义清晰、没有留下解读空间的方案 指导方案指导方案 只确定一般指导原则和提供重点但却留有自主实施权限的弹性方案Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pear

14、son Education, Inc. All rights reserved8-18 方案的类型 一次性方案一次性方案 为满足某个特定情况的需要而特别设计的方案 持续性方案持续性方案 为反复进行的活动提供指导的方案Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-19 组织的最高管理

15、层设定宽泛的目标 这些目标被分解为每个组织层级的子目标 上层希望目标能够指挥、指导和约束下层 随着各个层级的管理者试图解读和定义自己所负责领域的目标，目标会走样并失去重点Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-20 我们需要改进公司的绩效我想看到公司盈利显著改进不要担心质量，

16、只要干得快千方百计增加盈利Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-21 手段-目的链 各组织层级的目标是定义清晰的，从而构成一个一体化的目标网络 在较低组织层级实现的目标是上面那个组织层级实现其目标的手段Copyright 2012 Pearson Education, In

17、c. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-22 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Educat

18、ion, Inc. All rights reserved8-23 又称方针目标管理 这是一个组织成员共同确定目标，并依据这些目标的达成与否来评估员工工作绩效的过程。Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-24 制定组织的全局目标和战略 在事业部和职能部门之间分解目标 部门管

19、理者与下属单位的管理者共同设定他们的具体目标 单位管理者与单位全体成员共同设定每个人的目标 在管理者与雇员之间就如何实现目标的具体行动方案达成协议 实施行动计划 定期检查实现目标的进展情况，并提供反馈 目标的成功实现得到基于绩效的奖励的强化Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved

20、8-25 是以而不是以表述的 是可以和的 具有清楚的框架 具有但却 是 是与组织的有关成员的Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-26 员工和管理者具体的绩效目标迈向目标的 根据目标实现程度来Copyright 2012 Pearson Education, Inc. Pu

21、blishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-27 目标管理 目标管理的关键要素: 具体的目标 参与型决策 明确的绩效评估日期 绩效反馈Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robb

22、ins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-28 目标管理获得成功的原因 最高管理层的认同和参与 目标管理的潜在问题 在要求不断重新设定目标的中，效果会被削弱 过于可能会导致团队工作出现问题 目标管理计划可能会成为每年一次的“纸上谈兵”Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012

23、 Pearson Education, Inc. All rights reserved8-29 设定目标的步骤1. 回顾本组织的使命。 所设定的目标是否体现了？2. 评估可获得的资源。 是否拥有来实现目标？3. 独自或者与其他人共同制定目标 目标是、框架吗？Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All right

24、s reserved8-30 设定目标的步骤4. 写下目标并把它们传达给所有的必要人员 每个人都获得吗？5. 对结果进行评估以判断目标是否被实现 需要对使命、资源或者目标进行哪些？Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-31 管理者在组织中的级别 高级管理者制定战略方案 较低

25、级别的管理者制定业务方案 环境的不确定性程度 稳定的环境：具体方案 动态的环境：具体但有弹性的方案Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-32 计划时的权变因素 未来承诺的持续时间：能够产生未来承诺的当前方案必须扩展到未来足够长远的期限，以兑现这些承诺。Copyright 2

26、012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-33 图表8-5 （208页）Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robb

27、ins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-34 设置一个正式的计划部门 由一群专业的计划人员来帮助管理者撰写组织方案 计划是管理职能之一；它永远不应当成为规划者承担的唯一职责。Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All

28、rights reserved8-35 计划的方法 让组织成员们参与该过程 方案由不同组织层级、不同工作部门中的组织成员共同制定和协调Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-36 计划可能会导致僵硬 无法为动态的环境制定方案 正式的计划无法代替直觉和创造力Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-37 对计划的批评 计划使得管理者关注于今天的竞争而不是明天的存活 正式的计划强化今天的成功，可能会导致明天