badua, adrian ultado, john benjamin. after discussing this section you should be able to: 1. discuss...
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Planning A primary functional managerial activity that involves: Defining the organization’s goals Establishing an overall strategy for achieving those goals Developing a comprehensive set of plans to integrate and coordinate organizational work.TRANSCRIPT
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Badua, AdrianUltado, John Benjamin
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After discussing this section you should be able to:
1. discuss the costs and benefits of planning.
2. describe how to make a plan that works.
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PlanningA primary functional managerial activity that involves:
Defining the organization’s goals Establishing an overall strategy for achieving
those goals Developing a comprehensive set of plans to
integrate and coordinate organizational work.
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Informalnot written down, short term focusspecific to an organization.
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FormalInvolved shared goals for the
organizationWrittenSpecificLong term focus
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Purposes of PlanningProvides directionReduces uncertaintyMinimizes waste and redundancySets the standards for controlling
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The BenefitsThe Pitfalls of Planning
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Intensified Effort
Persistence
Direction
Creation of Task
Strategies
It Works!
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Impede Change & Prevent
Adaptation
Create a False
Sense of Certainty
Detachment of Planners
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Leaders must have a visionPlanners must be close to eventsPlans must be flexible
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Set Goals
DevelopCommitment
to Goals
DevelopEffective Action
Plans
Track ProgressToward GoalAchievement
MaintainFlexibility in
Planning
Adapted from Exhibit 4.1
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Specific
Measurable
Attainable
Realistic
Timely
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The determination to achieve a goalIncreased by:
Setting goals through participationMaking goals reasonableMaking goals publicObtaining top management support
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For accomplishing a goal, these list the:specific stepspeopleresourcestime period
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One method, setting:proximal goals - short-termdistal goals - long-term
Second method:gather and provide performance feedbackmake adjustments in:
effortdirectionstrategies
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Option-based planningkeep options open through simultaneous
investmentinvest more in promising options
Learning-based planningplans need to be continuously adjustedencourages frequent reassessment and
revision of goals
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After discussing this section you should be able to:
3. discuss how companies can use plans at all management levels, from top to bottom,
4. describe the different kinds of special-purpose plans that companies use for change, contingencies, and product development.
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Vision
Adapted from Exhibit 4.3
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Vision
Mission
TacticalPlans
Managementby
Objectives
OperationalPlans
StandingPlans
Single-UsePlans
Adapted from Exhibit 4.4
TopManagers
MiddleManagers
First-LevelManagers
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Visionstatement of purposeenduring, inspirational, clear, and consistent
with company beliefs and valuesMission
flows from visionmore specific goal statements
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Targetingset a clear, specific target
Common-Enemyvow to defeat a rival
Role-Modelemulate a successful company
Internal-Transformationstrive to dramatically change the company
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Tactical Plansspecify how a company will use resources,
budgets, and people to accomplish goalsManagement by Objectives
develop and carry out tactical plansfour steps
discuss goalsparticipatively select goalsjointly develop tactical plansmeet to review performance
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Management by Objectives (MBO)
MBO & Production
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Probability of success 97%
68%
MBO is based on goals, participation and feedback. Companies that use
MBO are 97% more likely to outproduce companies that don’t!
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Operational plansday-to-day plans
Single-use planscover one-time-only events
Standing plansplans for recurring eventsthree kinds
policiesproceduresrules & regulations
Budgeting
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Planningfor
Change
Planningfor
Contingencies
Planningfor
ProductDevelopment
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Stretch goalsextremely ambitious goalsinitially employees don’t know how to
accomplishBenchmarking
identify outstanding practices in other companies
adapt them to your company
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Stretch goals are more than just demanding more from employees
Give employees the tools to succeedDon’t punish failure
Steve Kerr on Stretch Goals at GE
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Define the scope of the scenario
Identify the major stakeholders
Identify environmental trends
Identify key uncertainties and outcomes of these trends
Using steps 1-4, create initial scenarios
Check each scenario for consistency and plausibility of facts
Create contingency plans from each scenario
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Aggregate product plansFour keys to faster product development
cross-functional teamsinternal and external communicationoverlapping development phasesfrequent testing of product prototypes
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January July January July JulyJanuary
Block DiagramEvolution of System SpecificationSimulation
ASIC and Board Design
Hardware Mock-ups & Models
“Bring-up”
FullSystem
Prototype
ShipDate
Conceptualization Simulation ImplementationAdapted from Figure 4.7
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http://www.swlearning.com/management/williams/m2e/.../powerpoint/ch04.ppt
http://www.slideshare.net/waky/chapter-5-planing-and-dicision-making http://ctb.ku.edu/en/table-of-contents/leadership/effective-manager/
management-plan/main http://www.udemy.com/blog/planning-in-management/ http://www.udemy.com/blog/planning-in-management/ Williams, Chuck, (2009), Management, Planning, 157-169. Shahrol Aman Ahmad, Azhari Ramli, Nasri Nalimi, Azelin Aziz, Dr. Santhi
Raghavan, (2009), Fundamentals Of Management, Planning and Decision Making, 35-46.
Quin, Susan, (2010), Management Basics, Planning in the Organization, 18-22.
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Boeing vs Airbus Reference:http://www.123helpme.com/boeing-vs-airbus-view.asp?id=161013http://www.123helpme.com/boeing-management-planning-view.asp?id=163866Douglas A. Irwin, Nina Pavcnik, (2003), Airbus versus Boeing Revisited: International Competition in the Aircraft Market www.swlearning.com/management/williams/m2e/.../powerpoint/ch04.ppt
Cola Wars: The New Coke Reference:http://www.123helpme.com/coca-cola-versus-pepsi-cola-view.asp?id=164247http://www.123helpme.com/cola-war-case-view.asp?id=164246http://www.123helpme.com/view.asp?id=63733
Ford Motor Company Reference:Williams, Chuck, (2009), Management, Planning, 155.
Video Reference:https://www.youtube.com/watch?v=3y0Jja52B2o