管理大学++MBA硕士用书《管理学》第5版课件

Copyright©2005PrenticeHall,Inc.

Allrightsreserved.Chapter1Managers

andManagement1PARTI:IntroductionCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–2LearningOutcomes(cont’d)

Afterreadingthischapter,Iwillbeableto:Describethedifferencebetweenmanagersandoperativeemployees.Explainwhatismeantbythetermmanagement.Differentiatebetweenefficiencyandeffectiveness.Describethefourprimaryprocessesofmanagement.Classifythethreelevelsofmanagersandidentifytheprimaryresponsibilityofeachgroup.Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–3LearningOutcomes(cont’d)

Afterreadingthischapter,Iwillbeableto:Summarizetheessentialrolesperformedbymanagers.Discusswhetherthemanager’sjobisgeneric.Describethefourgeneralskillsnecessaryforbecomingasuccessfulmanager.Describethevalueofstudyingmanagement.Identifytherelevanceofpopularhumanitiesandsocialsciencecoursestomanagementpractices.Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–4WhoAreManagersAndWhereDoTheyWork?OrganizationAsystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose;appliestoallorganizations—for-profitaswellasnot-for-profitorganizations.Wheremanagerswork(manage).CommoncharacteristicsGoalsStructurePeopleCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–5CommonCharacteristicsofOrganizationsExhibit1.1Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–6PeopleDifferencesOperativesPeoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.ManagersIndividualsinanorganizationwhodirecttheactivitiesofothers.Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–7OrganizationalLevelsExhibit1.2Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–8IdentifyingManagersFirst-linemanagersSupervisorsresponsiblefordirectingtheday-to-dayactivitiesofoperativeemployeesMiddlemanagersIndividualsatlevelsofmanagementbetweenthefirst-linemanagerandtopmanagementTopmanagersIndividualswhoareresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembersCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–9HowDoWeDefineManagement?ManagementTheprocessofgettingthingsdone,effectivelyandefficiently,throughandwithotherpeopleEfficiencyMeansdoingthethingcorrectly;referstotherelationshipbetweeninputsandoutputs;seekstominimizeresourcecostsEffectivenessMeansdoingtherightthings;goalattainmentCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–10EfficiencyandEffectivenessExhibit1.3Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–11ManagementProcessActivitiesExhibit1.4Managementprocess:

planning,organizing,leading,andcontrollingCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–12ManagementProcessesPlanningIncludesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivitiesOrganizingIncludesdeterminingwhattasks

tobedone,whoistodothem,

howthetasksaretobe

grouped,whoreportsto

whom,andwhere

decisionsaretobemadeCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–13ManagementProcesses(cont’d)LeadingIncludesmotivatingemployees,directingtheactivitiesofothers,selectingthemosteffectivecommunicationchannel,andresolvingconflictsControllingTheprocessofmonitoringperformance,

comparingitwithgoals,and

correctinganysignificant

deviationsCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–14Mintzberg’sManagerialRolesInterpersonalFigureheadLeaderLiaisonInformationalMonitorDisseminatorSpokespersonDecisionalEntrepreneurDisturbancehandlerResourceallocatorNegotiatorExhibit1.5Source:TheNatureofManagerialWork(paperback)byH.Mintzberg.Table2,pp.92–93.ReprintedbypermissionofPearsonEducationInc.,UpperSaddleRiver,NewJersey.Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–15IsTheManager’sJobUniversal?LevelintheorganizationDomanagersmanagedifferentlybasedonwheretheyareintheorganization?Profitversusnot-for-profitIsmanaginginacommercialenterprisedifferentthanmanaginginanon-commercialorganization?SizeoforganizationDoesthesizeofanorganizationaffecthowmanagersfunctionintheorganization?Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–16DistributionofTimeperActivity

byOrganizationalLevelExhibit1.6Source:AdaptedfromT.A.Mahoney,T.H.Jerdee,andS.J.Carroll,

“TheJob(s)ofManagement.”IndustrialRelations4,no.2(1965),p.103.Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–17Exhibit1.7ImportanceofManagerialRolesinSmallandLargeBusinessesSource:AdaptedfromJ.G.P.Paolillo,“TheManager’sSelfAssessmentsofManagerialRoles:Smallvs.LargeFirms,”AmericanJournalsofSmallBusiness,January–March1984,pp.61–62.Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–18IsTheManager’sJobUniversal?(cont’d)ManagementconceptsandnationalbordersIsmanagementthesameinalleconomic,cultural,socialandpoliticalsystems?Makingdecisionsanddealingwithchange.Domanagersallmakedecisionsanddealwithchangeinthesameways?Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–19GeneralSkillsforManagersConceptualskillsAmanager’smentalabilitytocoordinatealloftheorganization’sinterestsandactivitiesInterpersonalskillsAmanager’sabilitytoworkwith,understand,mentor,andmotivateothers,bothindividuallyandingroupsTechnicalskillsAmanager’sabilitytousethetools,procedures,andtechniquesofaspecializedfieldPoliticalskillsAmanager’sabilitytobuildapowerbaseandestablishtherightconnectionsCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–20SpecificSkillsforManagersBehaviorsrelatedtoamanager’seffectiveness:Controllingtheorganization’senvironmentanditsresources.Organizingandcoordinating.Handlinginformation.Providingforgrowthanddevelopment.Motivatingemployeesandhandlingconflicts.Strategicproblemsolving.Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–21ManagementCharterInitiativeCompetenciesforMiddleManagersExhibit1.8Initiateandimplementchangeandimprovementinservices,products,andsystemsMonitormaintain,andimproveserviceandproductdeliveryMonitorandcontroltheuseofresourcesSecureeffectiveresourceallocationforactivitiesandprojectsRecruitandselectpersonnelDevelopteams,individuals,andselftoenhanceperformancePlan,allocate,andevaluateworkcarriedoutbyteams,individualsandselfCreate,maintain,andenhanceeffectiveworkingrelationshipsSeek,evaluate,andorganizeinformationforactionExchangeinformationtosolveproblemsandmakedecisionsCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–22HowMuchImportanceDoesTheMarketplacePutOnManagers?Good(effective)managerialskillsareascarcecommodity.Managerialcompensationpackagesareonemeasureofthevaluethatorganizationsplaceonthem.Managementcompensationreflectsthemarketforcesofsupplyanddemand.Managementsuperstars,likesuperstarathletesinprofessionalsports,arewooedwithsigningbonuses,interest-freeloans,performanceincentivepackages,andguaranteedcontracts.Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–23WhyStudyManagement?Weallhaveavestedinterestinimprovingthewayorganizationsaremanaged.Betterorganizationsare,inpart,theresultofgoodmanagement.Youwilleventuallyeithermanageorbemanaged.Gaininganunderstandingofthemanagementprocessprovidesthefoundationfordevelopingmanagementskillsandinsightintothebehaviorofindividualsandtheorganizations.Copyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–24HowDoesManagementRelateToOtherDisciplines?AnthropologyEconomicsPhilosophyPoliticalSciencePsychologySociologyManagementCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.

Allrightsreserved.Chapter2TheManagementEnvironment2PARTI:IntroductionCopyright©2005PrenticeHallCopyright©2005PrenticeHall,Inc.Allrightsreserved.2–26LearningOutcomes

Afterreadingthischapter,Iwillbeableto:Describethethreewavesinmodernsocialhistoryandtheirimplicationsfororganizations.Explaintheimportanceofviewingmanagementfromaglobalperspective.Identifythewaysinwhichtechnologyischangingthemanager’sjob.Describethedifferencebetweenane-business,e-commerce,andane-organization.Definesocialresponsibilityandethics.Copyright©2005PrenticeHall26Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–27LearningOutcomes(cont’d)

Afterreadingthischapter,Iwillbeableto:Explainwhatismeantbythetermentrepreneurshipandidentifythecomponentsoftheentrepreneurialventure.Describethemanagementimplicationsofadiversifiedworkforce.Identifywhichwork/lifeconceptsareaffectingemployees.Explainwhymanycorporationshavedownsized.Describethekeyvariablesforcreatingacustomer-responsiveculture.Copyright©2005PrenticeHall27Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–28LearningOutcomes(cont’d)

Afterreadingthischapter,Iwillbeableto:Explainwhycompaniesfocusonqualityandcontinuousimprovement.Copyright©2005PrenticeHall28Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–29TheChangingEconomyAgricultureUntilthelatenineteenthcentury,alleconomieswereagrarian.IndustrializationFromthelate1800suntilthe1960s,mostdevelopedcountriesmovedfromagrariansocietiestoindustrialsocieties.InformationInformationtechnologyistransformingsocietyfromitsmanufacturingfocustooneofservice.Copyright©2005PrenticeHall29Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–30TheChangingEconomyExhibit2.1OldEconomy

NationalborderslimitcompetitionTechnologyreinforcesrigidhierarchiesandlimitsaccesstoinformationJobopportunitiesareforblue-collarindustrialworkersPopulationisrelativelyhomogeneousBusinessisestrangedfromitsenvironmentEconomyisdrivenbylargecorporationsCustomersgetwhatbusinesschoosestogivethemNewEconomy

Nationalbordersnolongerdefineanorganization’soperatingboundariesTechnologicalchangemakesinformationmoreaccessibleJobopportunitiesareforknowledgeworkersPopulationischaracterizedbyculturaldiversityBusinessacceptsitssocialresponsibilitiesEconomyisdrivenbysmallentrepreneurialfirmsCustomerneedsdrivebusinessCopyright©2005PrenticeHall30Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–31AGlobalMarketplaceGlobalvillageTheconceptofaboundarylessworld;theproductionandmarketingofgoodsandservicesworldwide.BorderlessorganizationAmanagementstructureinwhichinternalarrangementsthatimposeartificialgeographicbarriersarebrokendownCopyright©2005PrenticeHall31Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–32GlobalCompetitionMultinationalcorporations(MNCs)Companiesthatmaintainsignificantoperationsintwoormorecountriessimultaneouslybutarebasedinonehomecountry.Transnationalcorporation(TNC)Acompanythatmaintainssignificantoperationsinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountry.StrategicalliancesAdomesticfirmandaforeignfirmsharethecostofdevelopingproductsorbuildingproductionfacilitiesinaforeigncountry.Copyright©2005PrenticeHall32Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–33StagesofGoingGlobalExhibit2.3Copyright©2005PrenticeHall33Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–34Globalization’sEffectOnManagersParochialismAnarrowfocusinwhichoneseesthingssolelythroughone’sownviewandfromone’sownperspectiveHofstede’sframeworkforassessingcultures:PowerdistanceIndividualismversuscollectivismQuantityoflifeversusqualityoflifeUncertaintyavoidanceLong-termversusshort-termorientationCopyright©2005PrenticeHall34Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–35GlobalLeadershipandOrganizationalBehaviorEffectiveness(GLOBE)Anongoingcross-culturalinvestigationofleadershipandnationalcultureConfirmsandextendsHofstede’searlierworkonnationalculturaldimensionsandleadership.Alsofoundthatthestrengthofculturaldimensionsappeartobechanging.CulturalDimensionsAssertivenessFutureorientationGenderdifferentiationUncertaintyavoidancePowerdistanceIndividualism/CollectivismIn-groupcollectivismPerformanceorientationHumaneorientationCopyright©2005PrenticeHall35Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–36GLOBEHighlightsExhibit2.4Source:M.JavidanandR.J.House,“CulturalAcumenfortheGlobalManager:LessonsfromProjectGLOBE,”OrganizationalDynamics,Spring2001,pp.289–305.Copyright©2005PrenticeHall36Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–37GLOBEHighlightsExhibit2.4(cont’d)Source:M.JavidanandR.J.House,“CulturalAcumenfortheGlobalManager:LessonsfromProjectGLOBE,”OrganizationalDynamics,Spring2001,pp.289–305.Copyright©2005PrenticeHall37Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–38EmphasisonTechnologyTechnologyAnyequipment,tools,oroperatingmethodsthataredesignedtomakeworkmoreefficientInformationTechnology(IT)BenefitsofITCostsavings(e.g.,inventorycontrol)FreedomfromfixedlocationsforoperationsChallengesIncreasedworkerskillrequirementsAlevelingofthethecompetitiveplayingfieldthatincreasescompetitionCopyright©2005PrenticeHall38Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–39InternetBusinessTermsE-commerceAnycomputertransactionthatoccurswhendataareprocessedandtransmittedovertheInternetE-organizationTheapplicationsofe-businessconceptsofferedtostakeholders.E-businessThefullbreadthofactivitiesincludedinasuccessfulInternet-basedenterpriseCopyright©2005PrenticeHall39Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–40WhatDefines

anE-Business?Exhibit2.5Copyright©2005PrenticeHall40Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–41InWhatWaysDoesTechnologyAlterAManager’sJob?EffectivenessandefficiencyManagershaveaccesstomorecompleteandaccurateinformationthanbefore,enablingthemtofunctionasbettermanagers.PlaceTelecommuting:thelinkingofaworker’scomputerandmodemwiththoseofco-workersandmanagementatanoffice.Copyright©2005PrenticeHall41Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–42Society’sExpectationsofBusinessSocialresponsibilityAfirm’sobligation,beyondthatrequiredbythelawandeconomics,topursuelong-termgoalsthatarebeneficialtosociety.SocialobligationTheobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnomore.SocialresponsivenessTheabilityofafirmtoadapttochangingsocietalconditions.Copyright©2005PrenticeHall42Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–43ArgumentsforSocialResponsibilityExhibit2.6PublicexpectationsLong-runprofitsEthicalobligationPublicimageBetterenvironmentDiscouragementoffurthergovernmentregulationBalanceofresponsibilityandpowerStockholderinterestsPossessionofresourcesSuperiorityofpreventionovercuresSource:AdaptedfromR.J.MonsenJr.,“TheSocialAttitudesofManagement,”inJ.M.McGuire,ed.ContemporaryManagement:IssuesandViews(UpperSaddleRiver,NJ:PrenticeHall,1974),p.616:andK.DavisandW.Frederick,BusinessandSociety:Management,PublicPolicy,Ethics,5thed.(NewYork:McGraw-Hill,1984),pp.28–41.Copyright©2005PrenticeHall43Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–44ArgumentsagainstSocialResponsibilityExhibit2.6(cont’d)ViolationofprofitmaximizationDilutionofpurposeCostsToomuchpowerLackofskillsLackofaccountabilityLackofbroadpublicsupportSource:AdaptedfromR.J.MonsenJr.,“TheSocialAttitudesofManagement,”inJ.M.McGuire,ed.ContemporaryManagement:IssuesandViews(UpperSaddleRiver,NJ:PrenticeHall,1974),p.616:andK.DavisandW.Frederick,BusinessandSociety:Management,PublicPolicy,Ethics,5thed.(NewYork:McGraw-Hill,1984),pp.28–41.Copyright©2005PrenticeHall44Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–45EthicsandBusinessEthicsAsetofrulesorprinciplesthatdefinesrightandwrongconductCodeofethicsAformaldocumentthatstatesanorganization’sprimaryvaluesandtheethicalrulesitexpectsmanagersandoperativestofollowCopyright©2005PrenticeHall45Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–46ThreeViewsofEthicsExhibit2.7UtilitarianviewofethicsMakingdecisionssolelyonthebasisoftheiroutcomesorconsequences.RightsviewofethicsRespectingandprotectingindividuallibertiesandprivilegesTheoryofjusticeviewofethicsFairlyandimpartiallyimposingandenforcingrules.Source:G.F.Cavanaugh,D.J.Moberg,andM.Valasquez,“TheEthicsofOrganizationalPolitics.”AcademyofManagementJournal(June1981):363–74.Copyright©2005PrenticeHall46Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–47WhatIsEntrepreneurship?EntrepreneurshipTheprocessofinitiatingabusinessventure,organizingthenecessaryresources,andassumingtherisksandrewardsStepsintheentrepreneurialprocessExploringtheentrepreneurialcontext.IdentifyingopportunitiesandcompetitiveadvantagesStartingtheventure.ManagingtheventureCopyright©2005PrenticeHall47Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–48WhatDoEntrepreneursDo?NotwoentrepreneursareexactlyalikeTheyarecreatingsomethingnew,somethingdifferent.They’researchingforchange,respondingtoit,andexploitingit.IntrapreneurApersonswithinanorganizationwhodemonstratesentrepreneurialcharacteristics—hasconfidenceinhisorherabilities,iswillingtoseizeopportunitiesforchange,andexpectssurprisesandcapitalizesonthem.Copyright©2005PrenticeHall48Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–49DiversityandtheWorkforceof2010IncreasingworkforcediversityMorevariationinthebackgroundoforganizationalmembersintermsofgender,race,age,sexualorientation,andethnicityCharacteristicsofthefutureworkforceMoreheterogeneous/diverseIncreasinglyolderMoremulticulturalDiversitywillrequiremoremanagerialsensitivitytoindividualdifferences.Copyright©2005PrenticeHall49Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–50MarsIncorporatedDiversityPhilosophyExhibit2.8“Distinctivevoicesworkingtogetherwithinacommonculture”isoneofthewayswehavedescribedhowwedobusinessatMars.Webelievethatthesuccessofourbusinesscanbeenhancedbyhavingaworkforcemadeupofassociatesfrommanydifferentbackgrounds,muchasoursocietyandconsumerbaseconsistofawidevarietyofindividuals.Wevaluethetalentsandcontributionsofourdiverseworkforceinreachingtowardourfutureandinplayingresponsibleleadershiproles.Source:/other_policies/diversity.asCopyright©2005PrenticeHall50Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–51LaborSupplyandDemandAdjustmentsDownsizingAnactivityinanorganizationdesignedtocreateamoreefficientoperationthroughextensivelayoffsRightsizingLinkingstaffinglevelstoorganizationalgoalsOutsourcingAnorganization’suseofoutsidefirmsforprovidingnecessaryproductsandservicesCopyright©2005PrenticeHall51Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–52FlexibleWorkforcesCoreemployeesThesmallgroupoffull-timeemployeesofanorganizationwhoprovidesomeessentialjobtasksfortheorganizationContingentworkforcePart-time,temporary,andcontractworkerswhoareavailableforhireonanas-neededbasisCopyright©2005PrenticeHall52Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–53ContingentWorkersExhibit2.9Part-timeemployeesWorkfewerthan40hoursaweekAreagoodsourceofstaffingforpeakhours.MaybeinvolvedinjobsharingTemporaryemployeesAregenerallyemployedduringpeakperiodsCanfillinforemployeesforanextendedperiodoftimeCreateafixedlaborcostduringaspecifiedperiodContractworkersArehiredbyorganizationstoworkonspecificprojects.Arepaidwhenthefirmreceivesparticulardeliverables.ArealaborcostthatisfixedbycontractCopyright©2005PrenticeHall53Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–54IsThereaPendingLaborShortageintheUnitedStates?2010U.S.LaborShortageFeweravailableworkersRetiringbabyboomersImmigrationrestrictionsImplicationformanagersMoresophisticatedrecruitmentandretentionstrategiesCopyright©2005PrenticeHall54Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–55MakingaCompany’sCultureMoreCustomer-responsiveActionsthatcreateemployeeswiththecompetence,ability,andwillingnesstosolvecustomerproblemsastheyarise:Selection:hiringtherightpersonalitiesandattitudesTraining:developingthecustomer-focusemployeesOrganizing:creatingcustomer-friendlycontrolsEmpowerment:independenceinrelatingtocustomersLeadership:commitmenttothecustomer-focusvisionEvaluation:performancemeasuredbybehaviorsRewards:contingentonoutstandingcustomerserviceCopyright©2005PrenticeHall55Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–56ShapingaCustomer-ResponsiveCultureExhibit2.10Copyright©2005PrenticeHall56Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–57IncreasedConcernforQualityContinuousimprovementOrganizationalcommitmenttoconstantlyimprovingthequalityofaproductorserviceJosephJuranW.EdwardsDemingKaizen:theJapanesetermforanorganizationcommittedtocontinuousimprovementWorkprocessengineeringRadicalorquantumchangeinanorganizationCopyright©2005PrenticeHall57Copyright©2005PrenticeHall,Inc.Allrightsreserved.2–58ComponentsofContinuousImprovementExhibit2.11Intensefocusonthecustomer.Concernforcontinuousimprovement.Improvementinthequalityofeverythingtheorganizationdoes.Accuratemeasurement.Empowermentofemployees.Copyright©2005PrenticeHall58Copyright©2005PrenticeHall,Inc.

Allrightsreserved.Chapter3FoundationsofPlanning3PARTII:PlanningCopyright©2005PrenticeHall59Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–60LearningOutcomes

Afterreadingthischapter,Iwillbeableto:Defineplanning.Explainthepotentialbenefitsofplanning.Identifypotentialdrawbackstoplanning.Distinguishbetweenstrategicandtacticalplans.Recognizewhendirectionalplansarepreferredoverspecificplans.Definemanagementbyobjectivesandidentifyitscommonelements.Copyright©2005PrenticeHall60Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–61LearningOutcomes(cont’d)

Afterreadingthischapter,Iwillbeableto:Outlinethestepsinthestrategicmanagementprocess.Describethefourgrandstrategies.ExplainSWOTanalysis.Describehowentrepreneursidentifyacompetitiveadvantage.Copyright©2005PrenticeHall61Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–62PlanningDefinedDefiningtheorganization’sobjectivesorgoalsEstablishinganoverallstrategyforachievingthosegoalsDevelopingacomprehensivehierarchyofplanstointegrateandcoordinateactivities

Planningisconcernedwithends(whatistobedone)aswellaswithmeans(howitistobedone).Copyright©2005PrenticeHall62Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–63Reasonsfor

PlanningExhibit3.1Copyright©2005PrenticeHall63Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–64CriticismsOfFormalPlanningPlanningmaycreaterigidity.Planscan’tbedevelopedforadynamicenvironment.Formalplanscan’treplaceintuitionandcreativity.Planningfocusesmanagers’attentionontoday’scompetition,notontomorrow’ssurvival.Formalplanningreinforcessuccess,whichmayleadtofailure.Copyright©2005PrenticeHall64Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–65PlanningandPerformanceFormalplanninggenerallymeanshigherprofits,higherreturnonassets,andotherpositivefinancialresults.Planningprocessqualityandimplementationprobablycontributemoretohighperformancethandoestheextentofplanning.Whenexternalenvironmentrestrictionsallowedmanagersfewviablealternatives,planningdidnotleadtohigherperformance.Copyright©2005PrenticeHall65Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–66TypesofPlansExhibit3.2BREADTH TIME SPECIFICITY FREQUENCY OFUSE FRAME OFUSE Strategic Longterm Directional SingleuseTactical Shortterm Specific StandingCopyright©2005PrenticeHall66Copyright©2005PrenticeHall,Inc.Allrightsreserved.3–67Planning:FocusandTimeStrategicplansPlansthatareorganization-wide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironmentT