管理学原理英文版——计划planning
管理学原理英文版 第三章课件FOM6CH03in
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part II: Planning
3
© 2008 Prentice Hall, Inc. All rights reserved.
© 2008 Prentice Hall, Inc. All rights reserved. 3– 6
The Bottom Line: Does Planning Improve Organizational Performance?底线：计划工作是否 改善了组织的绩效？
• Formal planning means higher profits, higher return on assets, and other positive financial results.正式规划一般 会产生的结果：更高的5
Criticisms Of Formal Planning对正规计划的批评
• Planning may create rigidity.计划也许导致僵化 • Plans can’t be developed for a dynamic environment.计划难以在一个动态的环境中制定 • Formal plans can’t replace intuition and creativity. 正式计划不能代替直觉和创造性
管理学原理英文版——计划planning
Of production and service
5 STEPS TO RATIONAL DECISION-MAKING
• 1. Defining the problem • 2. Establish and weight criteria • 3. Generate alternatives • 4. Evaluate alternatives • 5. Determine the best solution
TOP TO BOTTOM PLANNING
• 1. Top management develops strategic plans
Starts with firm’s
• Vision • Mission
TOP TO BOTTOM PLANNING, cont’d
• 2. Middle management
LIMITATIONS OF RATIONAL DECISION-MAKING
• 1. Bounded rationality • 2. Maximizing vs Satisficing
TECHNIQUES OF GROUP DECISION-MAKING
• 1. Nominal
• 2. Delphi
SOME DISADVANTAGES
• Some possible negatives of planning are
1. May produce a false sense of certainty 2. May inhibit change & adaptiveness 3. May be too abstract and detached from daily activity
管理学—计划(英文)
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
The external environment can reduce the impact of planning on performance, Formal planning must be used for several years before planning begins to affect performance.
• Strategic Goals
Are related to the performance of the firm relative to factors in its external environment (e.g., competitors).
• Stated Goals versus Real Goals
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
What Is Planning?
• • • • Define planning. Differentiate between formal and informal planning. Describe the purposes of planning. Discuss the conclusions from studies of the relationship between planning and performance.
《Planning计划》PPT课件
2000-1
王青-管理学院-上海交通大学
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第八页，共35页。
Planning at General Electric 通用公司的计划
Corporate Level 公司层
CEO
Corporate Office
Business Level 事业层
GE Aircraft
Participation 参与性
Sense of direction and purpose 明确的方向和目标
Coordination 协调性
Control 可控性
2000-1
王青-管理学院-上海交通大学
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第二页，共35页。
Types of Plan 计划的类型
Time horizon 时间范围 specificity horizon 具体、指导性计划 Frequency of use horizon 程序范围 breadth horizon 组织层次范围
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王青-管理学院-上海交通大学
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第十二页，共35页。
Strategy Formulation 战略制定
Formulating strategy: managers analyze current situation and develop strategies needed to achieve the mission.
伊根的战略还有一个关键要素是他选择的目标市场。在赫茨公司和阿维斯公司耗费巨资为争夺《幸福 》杂志排出的100位总经理打得不可开交时，自己却选择了度假旅游者的市场，作为他的细分市场，开 始寻求精打细算的生意旅行者。
2000-1
王青-管理学院-上海交通大学
管理学术语英文对照解释
Management Glindex(Stephen P. Robbins & Mary Coulter)(Eighth Edition)（英汉对照）管理学原理双语组编写2007年3月Chapter 1 Management and Organizations1、Manager：管理者Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织目标的目的。
2、First-line managers :基层管理者Managers at the lowest level of the organization who manage the work of nonmanagerial e mployees who are involved With the production or the organization’s products是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管理者3、Middle managers :中层管理者Mangers between the first-line level and the top level of the organization who manage the work of first-line managers处于基层和高层之间，管理着基层管理者。
4、Top manager :高层管理者Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.处于或接近组织顶层，承担着制定广泛的组织决策,为整个组织制定计划和目标的责任。
管理学原理英文版最新版教学课件第5章
Well-Written Goals
• Written in terms of outcomes rather than actions • Measurable and quantifiable • Clear as to a time frame • Challenging yet attainable • Written down • Communicated to all necessary organizational members
survival • Reinforces success, which may lead to failure
Formal Planning and Organizational Performance
Does it pay to plan? • Higher profits • Higher return on assets • Improved quality of planning • Appropriate implementation
The Importance of Strategic Management
• It has a positive impact on organizational performance • It prepares managers to cope with changing situations • It guides managers to examine relevant factors in planning
Steps in Goal Setting
1. Review the organization’s mission and employees’ key job tasks.
管理学中计划的概念解释
管理学中计划的概念解释英文回答：Planning is a vital function of management that involves the process of setting objectives, developing strategies, and outlining the necessary steps to achieve those objectives. It provides a blueprint for the organization's actions, ensuring that resources are allocated effectively and that the organization can respond to changes in the environment.Planning has several key elements:Establishing Objectives: This involves defining the desired outcomes that the organization aims to achieve. Objectives should be clear, measurable, achievable, relevant, and time-bound (SMART).Developing Strategies: Strategies outline the general course of action that the organization will take toaccomplish its objectives. They involve identifying the target markets, competitive advantage, and methods for achieving growth.Outlining Action Plans: Action plans describe the specific steps and tasks that need to be completed to implement the strategies. They include timelines, responsibilities, and resource requirements.Monitoring and Controlling: This involves comparing actual performance to planned performance and making adjustments as needed. It ensures that the organization stays on track and achieves its objectives.中文回答：计划是管理的一项重要职能，涉及设定目标、制定策略和概述实现目标的必要步骤。
管理学原理资料整理(中英文版)
特别说明，以下笔记版权所有，要外传或转发请知会本人，得到本人允许方可进行！Made by Rae.L管理学原理（Management ） 1.Management:The process of coordinating work activities so that they are completed efficientlyand effectively with and through other people.(同别人一起，或通过别人使活动完成得更有效的过程。
)2.随着企业的扩大，企业必将走向规范化，而不再是纯粹的人情化。
3.Management is the art of getting things done through and with people in formally organized group.Management is the art of removing blocks to such performance.Management is the art of creation an environment in such an organized group where people can perform as individuals and yet cooperate toward …4.Management:Elements of definition(要素)：①Efficiency --getting the most output from the least amount of inputs.(以最少的投入得到最大的收入)②Effectively —completing activities so that organizational goals are attained.效果 （管理者完整地实现了组织的目标）*企业越大，风险越大！理念是企业生存的重要要素！！！--“doing the right things ”--concerned with ends △效率可以弥补，但效果却无可挽救！5.Mission 对于一个企业非常重要。
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ADVANTAGES OF PLANNING
• Good planning can produce
▪ 1. effort ▪ 3. Intensified effort ▪ 4. Persistence of effort ▪ 5. Creation of strategies and tactics
•
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MAKING A PLAN THAT WORKS
• There are several major parts to a good plan
▪ 1. Goal Setting ▪ 2. Goal commitment ▪ 3. Action plan -- steps and resources ▪ 4. Tracking systems ▪ 5. Staying flexible -- no plan is in concrete
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• 3. Stepladder
• 4. Brainstorming
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▪ Tactical -- uses techniques and method that drive behavior 6 months to 2 years
TOP TO BOTTOM PLANNING, cont’d
• 3. Lower level managers develop
operational plans
TOP TO BOTTOM PLANNING
• 1. Top management develops strategic plans
▪ Starts with firm’s
• Vision • Mission
TOP TO BOTTOM PLANNING, cont’d
• 2. Middle management
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THE FUNCTION OF PLANNING
WHAT IS PLANNING?
• The definition of planning has two parts
▪ 1. Selecting a goal
▪ 2. Developing the strategy and tactics to achieve the goal
SOME DISADVANTAGES
• Some possible negatives of planning are
▪ 1. May produce a false sense of certainty ▪ 2. May inhibit change & adaptiveness ▪ 3. May be too abstract and detached from daily activity
LIMITATIONS OF RATIONAL DECISION-MAKING
• 1. Bounded rationality • 2. Maximizing vs Satisficing
TECHNIQUES OF GROUP DECISION-MAKING
• 1. Nominal
• 2. Delphi
▪ Guide daily activities
▪ Of production and service
5 STEPS TO RATIONAL DECISION-MAKING
• 1. Defining the problem • 2. Establish and weight criteria • 3. Generate alternatives • 4. Evaluate alternatives • 5. Determine the best solution
•
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