罗宾斯管理学 计划章节

―A man who does not plan long ahead will find trouble at his door‖ -----Confucius
人无远虑必有近忧 -孔子
6–1
Part II 计划与决策 Planning & Decision making
• Foundations of planning 规划基础 • Planning tools and techniques 规划的方法 • Managers as decision makers 决策 • Strategic management 战略
未来不确定性取得特定目标而采取行动的过程。
The essentials of planning include:
Organization mission, 组织使命 Types of planning, 规划类型 Objectives (goals), 目标 Priorities, 优先重点 Planning/control cycles 规划周期 Strategy 战略
8–10
Strategy
Strategies • The decisions and actions that determine the longrun performance of an organization. （Robbins, 9e)
• 战略是决定一个组织的长期绩效的决策和行动。
• The plans for how the organization will do whatever it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals. （Bobbins. 10-11e）

计划工作是确定目标、制定实现这些目标的总 体战略，以及制定组织的工作计划等活动。 Concerned with both ends and means
8–6
Types of planning
Informal:
– not written down, short-term focus; specific to an organizational unit.
8–13
P205
1. 2 Why Do Managers Plan
Purposes of Planning:
① ② ③ ④ Provides direction 提供目标方向 Reduces uncertainty 减少不确定性 Minimizes waste and redundancy 减少浪费 Sets the goals or standards used for controlling 制定控制 标准
8–8
Mission – the start point of setting goals
Mission （使命）:
a
-
statement of the purpose of an organization
the firm’s reason for being
-
公司存在的意义
Albaba
-
8–9
Well written mission statment
Well-written mission statement that does the following things: ①Defines your organization for key stakeholders ②Creates an inspiring vision of what the organization can be and can do ③Outlines how the vision is to be accomplished (path ) ④Establishes key priorities ⑤States a common goal and fosters a sense of togetherness ⑥Creates philosophical anchor for all organizationa activities ⑦Generates enthusiasm and a ―can do‖ attidude ⑧Empowers present and future organization members to believe that every individual is the key to success
• Challenging yet attainable
Low goals do not motivate. High goals motivate if they can be achieved.
• Measurable and quantifiable
Specifically defines how the outcome is to be measured and how much is expected.
8–18
目标管理的SMART原则
Specific
Measurable
Attainable\Achievable
Relevant\Realistic \Result 相关性（目标努力承诺）
Time-based
8–19
讨论：两个目标
• 足协副主席：中国足球2050年将 达世界最高水平 • 上海大学：建设成为世界一流特色 鲜明的综合性研究型大学。
7–2
Eleventh edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
3
Foundations of Planning 规划/决策/计划工作
School of Management, Shanghai University
ContentsFoundations of Planning
8–15
2. Goals and Plans
• 目标和计划
8–16
2.1 Types of Goals
D Goals (also Objectives，目标)
Desired
outcomes or targets. (for individuals, groups, or entire organizations)
• 什么是规划为何需要规划
8–5
1.1 What Is Planning?
• D Planning （计划工作，规划）
A primary managerial activity that involves:
Defining the organization’s goals Establishing an overall strategies for achieving those goals Developing plans for organizational work activities.
– Provide direction and evaluation performance criteria
8–17
Criteria for Objectives (goals) 目标的标准
• Singular result 单个结果 • Specific 具体 • Measurable 可测量 • Target date 截止日期 • Difficult but achievable 可现实性 Attainable， Achievable • Acceptance and commitment 接受与承诺
– 希望的结果 – Provide direction and evaluation performance criteria
8–12
制定规划的基本内容之二 5W1H What- 做什么？目标、内容 Why (or/and For Whom)为何做？ Who- 谁去做？ Where- 何地做？ When- 何时做？ How – 如何做？
8–14
1.3 Planning and Performance
• The Relationship Between Planning and Performance
① Formal planning is associated with:
Higher profits and returns on assets. Positive financial results.
② The quality of planning and implementation affects performance more than the extent of planning. ③ The external environment can reduce the impact of planning on performance.
• Written down Focuses, defines, and
makes goals visible.
• Clear as to time frame
How long before measuring accomplishment.
8–7
Essentials of planning 规划的基本要素
Robert Kreitner: Planning is the process of coping with uncertainty by formulating future courses of action to achieve specified results.规划是为了应对
1. The What and Why of Planning 2. Goals and Plans