第四章計劃管理

1、Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-1 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbin

2、s & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-2 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-3 Copyright 2012 Pearson Education, Inc. Publishin

3、g as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-4 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All

4、 rights reserved8-5 定義定義計劃的本質(zhì)和目的 劃分劃分組織可能具有的目標(biāo)類型以及組織使用的方案 比較比較目標(biāo)設(shè)定和計劃的各種方法 討論討論當(dāng)代的一些計劃事項(xiàng)Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-6 計劃：一種主要的管理活動，其中包括 定義本組織的目標(biāo) 確

5、定一個整體戰(zhàn)略以實(shí)現(xiàn)這些目標(biāo) 制定各種方案以整合和協(xié)調(diào)工作活動Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-7 正式的計劃 某個特定時間段內(nèi)的具體目標(biāo) 目標(biāo)是成文的，被組織成員共享Copyright 2012 Pearson Education, Inc. Publishing a

6、s Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-8 計劃的目標(biāo) 提供指導(dǎo) 降低不確定性 盡量減少浪費(fèi)和冗余 制定在進(jìn)行控制時使用的標(biāo)準(zhǔn)Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary C

7、oulter2012 Pearson Education, Inc. All rights reserved8-9 與正式計劃有關(guān)的一些發(fā)現(xiàn): 更高的利潤和資產(chǎn)回報率 正面的財務(wù)績效 與計劃的范圍相比，計劃的質(zhì)量及實(shí)施往往更顯著地影響績效 外部環(huán)境能夠削弱計劃對績效的影響Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All

8、 rights reserved8-10 目標(biāo) 個體、群體或整個組織希望獲得的結(jié)果 能夠提供方向及績效評估標(biāo)準(zhǔn) 方案 概述如何實(shí)現(xiàn)目標(biāo)的文件 描述如何配置資源和制定行動日程Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-11 目標(biāo)的外在表現(xiàn) 與外界溝通的公共關(guān)系Copyright 2

9、012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-12 目標(biāo)的內(nèi)在表現(xiàn) 企業(yè)實(shí)際實(shí)施的目標(biāo)Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P.

10、 Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-13 財務(wù)目標(biāo)： 本組織希望實(shí)現(xiàn)的內(nèi)部財務(wù)績效 戰(zhàn)略目標(biāo)： 本組織希望在其外部環(huán)境中實(shí)現(xiàn)的績效Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved

11、8-14 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-15 戰(zhàn)略方案戰(zhàn)略方案 確定本組織的總體目標(biāo) 設(shè)法定位本組織在所處環(huán)境中的位置 涵蓋較長的時間段 業(yè)務(wù)方案業(yè)務(wù)方案 具體闡述如何實(shí)現(xiàn)本組織的總體目標(biāo) 只涵蓋較短的時間段Copyright 2012 Pearson Educat

12、ion, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-16 方案的類型 長期方案長期方案 時間長度超過3年的方案 短期方案短期方案 為期1年或更短時間的方案Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition

13、by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-17 方案的類型 具體方案具體方案 定義清晰、沒有留下解讀空間的方案 指導(dǎo)方案指導(dǎo)方案 只確定一般指導(dǎo)原則和提供重點(diǎn)但卻留有自主實(shí)施權(quán)限的彈性方案Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pear

14、son Education, Inc. All rights reserved8-18 方案的類型 一次性方案一次性方案 為滿足某個特定情況的需要而特別設(shè)計的方案 持續(xù)性方案持續(xù)性方案 為反復(fù)進(jìn)行的活動提供指導(dǎo)的方案Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-19 組織的最高管理

15、層設(shè)定寬泛的目標(biāo) 這些目標(biāo)被分解為每個組織層級的子目標(biāo) 上層希望目標(biāo)能夠指揮、指導(dǎo)和約束下層 隨著各個層級的管理者試圖解讀和定義自己所負(fù)責(zé)領(lǐng)域的目標(biāo)，目標(biāo)會走樣并失去重點(diǎn)Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-20 我們需要改進(jìn)公司的績效我想看到公司盈利顯著改進(jìn)不要擔(dān)心質(zhì)量，

16、只要干得快千方百計增加盈利Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-21 手段-目的鏈 各組織層級的目標(biāo)是定義清晰的，從而構(gòu)成一個一體化的目標(biāo)網(wǎng)絡(luò) 在較低組織層級實(shí)現(xiàn)的目標(biāo)是上面那個組織層級實(shí)現(xiàn)其目標(biāo)的手段Copyright 2012 Pearson Education, In

17、c. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-22 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Educat

18、ion, Inc. All rights reserved8-23 又稱方針目標(biāo)管理 這是一個組織成員共同確定目標(biāo)，并依據(jù)這些目標(biāo)的達(dá)成與否來評估員工工作績效的過程。Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-24 制定組織的全局目標(biāo)和戰(zhàn)略 在事業(yè)部和職能部門之間分解目標(biāo) 部門管

19、理者與下屬單位的管理者共同設(shè)定他們的具體目標(biāo) 單位管理者與單位全體成員共同設(shè)定每個人的目標(biāo) 在管理者與雇員之間就如何實(shí)現(xiàn)目標(biāo)的具體行動方案達(dá)成協(xié)議 實(shí)施行動計劃 定期檢查實(shí)現(xiàn)目標(biāo)的進(jìn)展情況，并提供反饋 目標(biāo)的成功實(shí)現(xiàn)得到基于績效的獎勵的強(qiáng)化Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved

20、8-25 是以而不是以表述的 是可以和的 具有清楚的框架 具有但卻 是 是與組織的有關(guān)成員的Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-26 員工和管理者具體的績效目標(biāo)邁向目標(biāo)的 根據(jù)目標(biāo)實(shí)現(xiàn)程度來Copyright 2012 Pearson Education, Inc. Pu

21、blishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-27 目標(biāo)管理 目標(biāo)管理的關(guān)鍵要素: 具體的目標(biāo) 參與型決策 明確的績效評估日期 績效反饋Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robb

22、ins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-28 目標(biāo)管理獲得成功的原因 最高管理層的認(rèn)同和參與 目標(biāo)管理的潛在問題 在要求不斷重新設(shè)定目標(biāo)的中，效果會被削弱 過于可能會導(dǎo)致團(tuán)隊工作出現(xiàn)問題 目標(biāo)管理計劃可能會成為每年一次的“紙上談兵”Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012

23、 Pearson Education, Inc. All rights reserved8-29 設(shè)定目標(biāo)的步驟1. 回顧本組織的使命。 所設(shè)定的目標(biāo)是否體現(xiàn)了？2. 評估可獲得的資源。 是否擁有來實(shí)現(xiàn)目標(biāo)？3. 獨(dú)自或者與其他人共同制定目標(biāo) 目標(biāo)是、框架嗎？Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All right

24、s reserved8-30 設(shè)定目標(biāo)的步驟4. 寫下目標(biāo)并把它們傳達(dá)給所有的必要人員 每個人都獲得嗎？5. 對結(jié)果進(jìn)行評估以判斷目標(biāo)是否被實(shí)現(xiàn) 需要對使命、資源或者目標(biāo)進(jìn)行哪些？Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-31 管理者在組織中的級別 高級管理者制定戰(zhàn)略方案 較低

25、級別的管理者制定業(yè)務(wù)方案 環(huán)境的不確定性程度 穩(wěn)定的環(huán)境：具體方案 動態(tài)的環(huán)境：具體但有彈性的方案Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-32 計劃時的權(quán)變因素 未來承諾的持續(xù)時間：能夠產(chǎn)生未來承諾的當(dāng)前方案必須擴(kuò)展到未來足夠長遠(yuǎn)的期限，以兌現(xiàn)這些承諾。Copyright 2

26、012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-33 圖表8-5 （208頁）Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robb

27、ins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-34 設(shè)置一個正式的計劃部門 由一群專業(yè)的計劃人員來幫助管理者撰寫組織方案 計劃是管理職能之一；它永遠(yuǎn)不應(yīng)當(dāng)成為規(guī)劃者承擔(dān)的唯一職責(zé)。Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All

28、rights reserved8-35 計劃的方法 讓組織成員們參與該過程 方案由不同組織層級、不同工作部門中的組織成員共同制定和協(xié)調(diào)Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-36 計劃可能會導(dǎo)致僵硬 無法為動態(tài)的環(huán)境制定方案 正式的計劃無法代替直覺和創(chuàng)造力Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved8-37 對計劃的批評 計劃使得管理者關(guān)注于今天的競爭而不是明天的存活 正式的計劃強(qiáng)化今天的成功，可能會導(dǎo)致明天