內(nèi)容說明塔大bma101lecture

1、BMA 101 Introduction to Management Foundations of PlanningLearning Objectives This lecture will:Discuss the nature and purposes of planningExplain what managers do in the strategic management processCompare and contrast approaches to goal setting and planningDiscuss contemporary issues in planningWh

2、at is Planning? Planning is often called the primary management function because it establishes the basis for all the other things managers doIts concerned with ends (what is to be done) as well as with means (how its to be done)Why Do Managers Need To Plan?Managers should plan for at least four rea

3、sons:planning establishes coordinated effortplanning reduces uncertaintyplanning reduces overlapping and wasteful activitiesplanning establishes the goals or standards that facilitate controlWhy do Managers Need to Plan?PlanningThe most popular ways to describe plans are in terms of their:Breadth (s

4、trategic versus tactical)Time frame (long term versus short term)Specificity (directional versus specific)Frequency of use (single use versus standing) BreadthStrategic PlansPlans that apply to the entire organisation and pass the organisations overall goalsTactical PlansPlans that specify the detai

5、ls of how the overall goals are to be achievedTime FrameLong-term PlansPlans with a time frame beyond three yearsShort-term PlansPlans with a time frame of one year or lessSpecificitySpecific PlansPlans that are clearly defined and leave no room for interpretationDirectional PlansPlans that are flex

6、ible and set general guidelinesFrequency of UseSingle-use PlanA one-time plan specifically designed to meet the needs of a unique situationStanding PlansPlans that are ongoing and provide guidance for activities performed repeatedlyWhat are Some Criticisms of Formal Planning? Critics have challenged

7、 some of the basic assumptions of planning:Planning may create rigidityFormal plans cant replace intuition and creativityPlanning focuses managers attention on todays competition, not on tomorrows survivalFormal planning reinforces success, which may lead to failureWhat do Managers Need to Know Abou

8、t Strategic Management?Strategic ManagementWhat managers do to develop an organisations strategiesWhat do Managers Need to Know About Strategic Management?StrategiesPlans for how the organisation will do what its in business to do, how it will compete successfully, and how it will attract its custom

9、ers in order to achieve its goalsStrategic Management ProcessA six-step process that passes strategy planning, implementation, and evaluationThe Strategic Management ProcessSTEP 1: Identifying the organisations current mission, goals and strategiesSTEP 2: Do an external analysisSTEP 3: Do an interna

10、l analysisSTEP 4: Formulating the strategiesSTEP 5: Implementing strategiesSTEP 6: Evaluating resultsThe Strategic Management ProcessThe Mission StatementThe Strategic Management ProcessMissionA statement of an organisations purposeTelstra: We build technology and content solutions that are simple,

11、easy to use and valued by our customers. We strive to serve and know our customers better than anyone else.The Strategic Management ProcessCapabilitiesAn organisations skills and abilities in doing the work activities needed in its businessCore CompetenciesThe major value-creating capabilities of an

12、 organisationWhat is a SWOT Analysis?A combined external and internal analyses:A framework to “make sense” of our relative position in the changing environmentCan be done at the organisational and individual levelWhat is a SWOT Analysis?Organisational Level: What are our firms relative strengths and

13、 weaknesses compared to our competitors?What are the relevant trends in the external environment? How will they affect our ability to compete?What is a SWOT Analysis?Individual Level: What are my relative strengths and weaknesses compared to my competitors?What are the relevant trends in the externa

14、l environment? How will they affect my ability to compete?What are Various Types of Strategies?Corporate StrategyAn organisational strategy that specifies what businesses a company is in or wants to be in and what it wants to do with those businessesThe three main types of corporate strategies are g

15、rowth, stability, and renewalGrowth StrategyGrowth StrategyA corporate strategy in which an organisation expands the number of markets served or products offered either through its current business(es) or through new business(es).Some growth strategies includeConcentration (Tiger Airways)Vertical In

16、tegration (Coca Cola)Horizontal Integration (Lyon Nathan)Diversification (Virgin)Stability StrategyStability StrategyA corporate strategy in which an organisation continues to do what it is currently doinge.g. Coles SupermarketsRenewal StrategyRenewal StrategyA corporate strategy that addresses decl

17、ining organisational performancee.g. Nokia, IBMCompetitive StrategyCompetitive StrategyAn organisational strategy for how an organisation will compete in its business(es)Competitive AdvantageWhat sets an organisation apart; its distinctive edgeStrategic Business units (SBUs)An organisations single b

18、usinesses that are independent and formulate their own competitive strategy Types Of Competitive StrategiesCost Leadership StrategyCompeting on the basis of having the lowest costs in the industry (e.g. Dodo)Differentiation StrategyCompeting on the basis of having unique products that are widely val

19、ued by customers (e.g. Body Shop)Focus StrategyCompeting in a narrow segment or niche with either a cost focus or a differentiation focus (e.g. Fararri)Functional StrategyFunctional StrategiesThe strategies used in an organisations various functional departments to support the competitive strategyHo

20、w Do Managers Set Goals and Develop Plans?Goals (objectives)Desired es or targetsStated GoalsOfficial statements of what an organisation says, and wants its stakeholders to believe, its goals arePlansDocuments that outline how goals are going to be metSetting GoalsReal GoalsThose goals an organisati

21、on actually pursues as shown by what the organisations members are doingTraditional Goal SettingGoals set by top managers flow down through the organisation and e sub-goals for each organisational areaSetting GoalsGoal SettingMeans-End ChainAn integrated network of goals in which higher level goals

22、are linked to lower-level goals, which serve as the means for their plishmentManagement By Objectives (MBO)A process of setting mutually agreed-upon goals and using those goals to evaluate employee performanceGoal SettingGoal SettingSteps in Goal SettingReview the organisations mission and employees

23、 key job tasksEvaluate available resourcesDetermine the goals individually or with input from othersMake sure goals are well-written and then communicate them to all who need to knowBuild in feedback mechanisms to assess goal progressLink rewards to goal attainmentThe Traditional Approach to PlanningIn the traditional approach planning is done by top managementFormal Planning d