Beruflich Dokumente
Kultur Dokumente
Chapter 5: Planning
You may have to make some decisions without a lot of time to plan
Even in todays computer age, you may not have time to plan a decision Plan need not be perfect to be executable
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 8
McGraw-Hill/Irwin
1) 2) 3) 4)
Planning helps you check on your progress Planning helps you coordinate activities Planning helps you think ahead Above all, planning helps you cope with uncertainty
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 9
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 11
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 12
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 13
Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM A firm that is analyzing what possible harmful event could occur is looking at A) response uncertainty B) effect uncertainty C) defense uncertainty D) state uncertainty
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 14
Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM A firm that is analyzing what possible harmful event could occur is looking at A) response uncertainty B) effect uncertainty C) defense uncertainty D) state uncertainty
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 15
Responding to Uncertainty
Defenders: are expert at producing and selling narrowly defined products and services. Analyzers: let the other organizations take the risks of product development and marketing and then imitate what seems to work best. Reactors: make adjustments only when finally forced to by environmental pressures.
Prospectors: focus on developing new markets or services and in seeking out new markets rather than waiting for things to happen.
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 17
Mission Statement
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 21
1) 2) 3) 4) 5)
In the last chapter, we learned about the World Bank. Go to http://web.worldbank.org Explore the about us section What is the World Banks mission? Does this mission statement meet the criterion laid out in this chapter?
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 22
Types of Planning
Strategic planning: top managers decide what the organizations longterm goals should be for the next 1-5 years with the resources they expect to have available. Tactical planning: middle managers decide what contributions their departments or similar work units can make with their given resources during the next 6-24 months. Operational planning: first-line managers determine how to accomplish specific tasks with available resources within the next 152 weeks.
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 25
Types of Goals
Strategic Goals: are set by and for top management and focus on objectives for the organization as a whole. Tactical Goals: are set by and for middle managers and focus on the actions needed to achieve strategic goals. Operational Goals: are set by and for first-line managers and are concerned with short-tem matters associated with realizing tactical goals.
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 28
McGraw-Hill/Irwin
Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM Goals set by top management that focus on objectives for the organization as a whole are A) tactical goals B) operational goals C) strategic goals D) organizational goals
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 29
Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM Goals set by top management that focus on objectives for the organization as a whole are A) tactical goals B) operational goals C) strategic goals D) organizational goals
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 30
Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM No smoking anywhere in the building is an example of a A) policy B) procedure C) rule D) request
Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM No smoking anywhere in the building is an example of a A) policy B) procedure C) rule D) request
Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM Good goals should have all of the following characteristics except A) results-oriented B) target date C) supportive D) attainable
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 36
Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM Good goals should have all of the following characteristics except A) results-oriented B) target date C) supportive D) attainable
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 37
Chapter 5: Planning
Figure 5.5: The Planning/Control Cycle
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 43
2. Project Management
1. Achieving a set of goals through planning, scheduling, and maintaining progress of the activities that comprise the project 2. Fastest way of getting things done 3. Works outside usual chain of command 4. Brings people with different skills together on a temporary basis
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 45
2. Planning
1. Identify resources needed and schedule of activities required
3. Execution
1. Actual work stage 2. On time and under budget
4. Closing
1. Client accepts project
McGraw-Hill/Irwin
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 48
Chapter 5: Planning
CLASSROOM PERFORMANCE SYSTEM At what stage in the project life cycle is the budget determined? A) definition B) planning C) execution D) closing