管理學(xué)原理英文版-第三章課件FOM6CH03in

FoundationsofPlanning

計(jì)劃的基礎(chǔ)FoundationsofPlanning

LEARNINGOUTCOMESDefineplanning.定義計(jì)劃工作Explainthepotentialbenefitsofplanning計(jì)劃的潛在好處.Identifypotentialdrawbackstoplanning.Distinguishbetweenstrategicandtacticalplans.Recognizewhendirectionalplansarepreferredoverspecificplans.Definemanagementbyobjectivesandidentifyitscommonelements.Outlinethestepsinthestrategicmanagementprocess.Afterreadingthischapter,youwillbeableto:2?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMLEARNINGOUTCOMES(cont’d)Describethefourgrandstrategies.ExplainSWOTanalysis.Describehowentrepreneursidentifyacompetitiveadvantage.Afterreadingthischapter,youwillbeableto:3?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMPlanningDefined計(jì)劃定義Definingtheorganization’sobjectivesorgoals確定組織目標(biāo)Establishinganoverallstrategyforachievingthosegoals制定全局戰(zhàn)略以實(shí)現(xiàn)目標(biāo)Developingacomprehensivehierarchyofplanstointegrateandcoordinateactivities建立一個(gè)全面的計(jì)劃體系以整合和協(xié)調(diào)組織的工作

Planningisconcernedwithends(whatistobedone)aswellaswithmeans(howitistobedone).計(jì)劃既涉及目標(biāo)，也涉及實(shí)現(xiàn)目標(biāo)的手段FormalPlanning正式計(jì)劃Informal非正式計(jì)劃4?2008PrenticeHall,Inc.Allrightsreserved.PlanningDefined計(jì)劃定義DefiningtEXHIBIT3–1 ReasonsforPlanning為什么計(jì)劃？由于環(huán)境的變化管理者從事計(jì)劃工作，是為了：最小化浪費(fèi)和冗余減少變化的影響提供指導(dǎo)（方向）制定標(biāo)準(zhǔn)便于控制5?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–1 ReasonsforPlanniCriticismsOfFormalPlanning對(duì)正規(guī)計(jì)劃的批評(píng)Planningmaycreaterigidity.計(jì)劃也許導(dǎo)致僵化Planscan’tbedevelopedforadynamicenvironment.計(jì)劃難以在一個(gè)動(dòng)態(tài)的環(huán)境中制定Formalplanscan’treplaceintuitionandcreativity.正式計(jì)劃不能代替直覺(jué)和創(chuàng)造性Planningfocusesmanagers’attentionontoday’scompetition,notontomorrow’ssurvival.計(jì)劃使管理者關(guān)注今天的競(jìng)爭(zhēng)，而不是明天的存亡Formalplanningreinforcessuccess,whichmayleadtofailure.正規(guī)計(jì)劃工作強(qiáng)調(diào)成功，因此可能導(dǎo)致失敗6?2008PrenticeHall,Inc.Allrightsreserved.CriticismsOfFormalPlanning對(duì)TheBottomLine:DoesPlanningImproveOrganizationalPerformance?底線：計(jì)劃工作是否改善了組織的績(jī)效？Formalplanningmeanshigherprofits,higherreturnonassets,andotherpositivefinancialresults.正式規(guī)劃一般會(huì)產(chǎn)生的結(jié)果：更高的利潤(rùn)和資產(chǎn)收益；積極的財(cái)政結(jié)果Planningprocessqualityandimplementationcontributemoretohighperformancethandoestheextentofplanning.計(jì)劃工作的質(zhì)量以及實(shí)現(xiàn)計(jì)劃的適當(dāng)措施，通常要比計(jì)劃工作本身對(duì)績(jī)效的貢獻(xiàn)更大Whenexternalenvironmentrestrictionsallowedmanagersfewviablealternatives,planningdidnotleadtohigherperformance.外部環(huán)境會(huì)減少計(jì)劃工作對(duì)績(jī)效的影響（因?yàn)楣芾碚呖尚械倪x擇將會(huì)減少）7?2008PrenticeHall,Inc.Allrightsreserved.TheBottomLine:DoesPlanningEXHIBIT3–2 TypesofPlans計(jì)劃類型BREADTH TIME FREQUENCY OFUSE深度范圍 FRAME時(shí)期 SPECIFICITY特定性 OFUSE 使用頻數(shù)

Strategic戰(zhàn)略 Longterm長(zhǎng)期 Directional指導(dǎo)性 Singleuse一次性Tactical戰(zhàn)術(shù) Shortterm短期 Specific具體性 Standing經(jīng)常性8?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–2 TypesofPlans計(jì)劃類型Planning:FocusandTime計(jì)劃：著眼點(diǎn)和時(shí)間StrategicPlans戰(zhàn)略計(jì)劃Areorganization-wide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironment.應(yīng)用于整個(gè)組織，建立組織的全局目標(biāo)，尋求組織在環(huán)境中的地位（作用時(shí)效長(zhǎng)）TacticalPlans戰(zhàn)術(shù)計(jì)劃（運(yùn)營(yíng)計(jì)劃）Specifythedetailsofhowanorganization’soverallobjectivesaretobeachieved.具體規(guī)定如何實(shí)現(xiàn)全局戰(zhàn)略目標(biāo)的細(xì)節(jié)計(jì)劃（作用周期短）Short-termPlans短期計(jì)劃Coverlessthanoneyear.為期一年或短于一年的計(jì)劃Long-termPlans長(zhǎng)期計(jì)劃Extendbeyondfiveyears.超過(guò)五年期的計(jì)劃9?2008PrenticeHall,Inc.Allrightsreserved.Planning:FocusandTime計(jì)劃：著眼StrategicPlanning戰(zhàn)略計(jì)劃StrategicPlans戰(zhàn)略計(jì)劃Applybroadlytotheentireorganization.應(yīng)用于整個(gè)組織Establishtheorganization’soverallobjectives.建立組織的全局目標(biāo)Seektopositiontheorganizationintermsofitsenvironment.尋求組織在環(huán)境中的地位Providedirectiontodriveanorganization’seffortstoachieveitsgoals.提供方向指導(dǎo)，以驅(qū)動(dòng)組織實(shí)現(xiàn)其目標(biāo)Serveasthebasisforthetacticalplans.作為戰(zhàn)術(shù)計(jì)劃的基礎(chǔ)Coverextendedperiodsoftime.作用時(shí)效長(zhǎng)Arelessspecificintheirdetails.細(xì)節(jié)較少10?2008PrenticeHall,Inc.Allrightsreserved.StrategicPlanning戰(zhàn)略計(jì)劃StrategiTacticalPlanning戰(zhàn)術(shù)計(jì)劃TacticalPlans(OperationalPlans)戰(zhàn)術(shù)計(jì)劃（運(yùn)營(yíng)計(jì)劃）Applytospecificpartsoftheorganization.適用于組織的特定部分Arederivedfromstrategicobjectives.從戰(zhàn)略目標(biāo)中發(fā)展出來(lái)Specifythedetailsofhowtheoverallobjectivesaretobeachieved.具體規(guī)定如何實(shí)現(xiàn)全局戰(zhàn)略目標(biāo)的細(xì)節(jié)計(jì)劃Covershorterperiodsoftime.作用周期短Mustbeupdatedcontinuouslytomeetcurrentchallenges.必須連續(xù)更新以適應(yīng)當(dāng)前的挑戰(zhàn)11?2008PrenticeHall,Inc.Allrightsreserved.TacticalPlanning戰(zhàn)術(shù)計(jì)劃TacticalEXHIBIT3–3 DirectionalVersusSpecificPlans指導(dǎo)性與專項(xiàng)計(jì)劃指導(dǎo)性計(jì)劃專項(xiàng)計(jì)劃12?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–3 DirectionalVersusSpecificandDirectionalPlans專項(xiàng)與指導(dǎo)性計(jì)劃SpecificPlans專項(xiàng)計(jì)劃Clearlydefinedobjectivesandleavenoroomformisinterpretation.清晰制定目標(biāo)，無(wú)錯(cuò)誤理解的空間“What,when,where,howmuch,andbywhom”(process-focus)(5W1H，關(guān)注過(guò)程）DirectionalPlans指導(dǎo)性計(jì)劃Areflexibleplansthatsetoutgeneralguidelines.設(shè)置總的指南的可變性計(jì)劃“Gofromheretothere”(outcome-focus)（關(guān)注結(jié)果）13?2008PrenticeHall,Inc.Allrightsreserved.SpecificandDirectionalPlansSingle-UseandStandingPlans一次性和經(jīng)常性計(jì)劃Single-UsePlan一次性計(jì)劃Isusedtomeettheneedsofaparticularoruniquesituation.為滿足特定情況需要而設(shè)計(jì)的一次性計(jì)劃Single-daysalesadvertisementStandingPlan經(jīng)常性（持續(xù)性）計(jì)劃Isongoingandprovidesguidanceforrepeatedlyperformedactionsinanorganization.正在進(jìn)行的計(jì)劃，為進(jìn)行反復(fù)活動(dòng)提供指導(dǎo)Customersatisfactionpolicy14?2008PrenticeHall,Inc.Allrightsreserved.Single-UseandStandingPlans一ManagementbyObjectives目標(biāo)管理ManagementbyObjectives(MBO)目標(biāo)管理Asysteminwhichspecificperformanceobjectivesarejointlydeterminedbysubordinatesandtheirsupervisors,progresstowardobjectivesisperiodicallyreviewed,andrewardsareallocatedonthebasisofthatprogress.特征：?jiǎn)T工和管理人員共同確定具體的業(yè)績(jī)目標(biāo)；定期檢查實(shí)現(xiàn)目標(biāo)的進(jìn)展情況；在實(shí)現(xiàn)目標(biāo)的進(jìn)展的基礎(chǔ)上分配獎(jiǎng)勵(lì)Linksindividualandunitperformanceobjectivesatalllevelswithoverallorganizationalobjectives.將個(gè)人與各級(jí)別內(nèi)在機(jī)構(gòu)的目標(biāo)和總體目標(biāo)聯(lián)系起來(lái)Focusesoperationaleffortsonorganizationallyimportantresults.強(qiáng)調(diào)那些對(duì)實(shí)現(xiàn)組織重要目標(biāo)有關(guān)的運(yùn)作Motivatesratherthancontrols.激勵(lì)而不是控制15?2008PrenticeHall,Inc.Allrightsreserved.ManagementbyObjectives目標(biāo)管理MEXHIBIT3–4 CascadingofObjectives目標(biāo)的層級(jí)組織的整體目標(biāo)分公司的目標(biāo)部門的目標(biāo)個(gè)人的目標(biāo)16?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–4 CascadingofObjecManagementbyObjectives(cont’d)目標(biāo)管理GoalSpecificityExplicitPerformancePeriodCommonElementsin

anMBOProgramParticipativeDecisionMakingPerformanceFeedback目標(biāo)管理中的共同因素目標(biāo)的特定性參與式?jīng)Q策明確的期限績(jī)效反饋17?2008PrenticeHall,Inc.Allrightsreserved.ManagementbyObjectives(contSettingEmployeeObjectives設(shè)定員工的目標(biāo)Identifyanemployee’skeyjobtasks.明確員工的關(guān)鍵工作任務(wù)Establishspecificandchallenginggoalsforeachkeytask.給每項(xiàng)關(guān)鍵工作任務(wù)設(shè)定具體的和挑戰(zhàn)性的目標(biāo)Allowtheemployeetoactivelyparticipate.允許員工積極參與Prioritizegoals.按重要次序列出目標(biāo)Buildinfeedbackmechanismstoassessgoalprogress.建立反饋機(jī)制來(lái)評(píng)價(jià)目標(biāo)過(guò)程Linkrewardstogoalattainment.將報(bào)酬與目標(biāo)完成情況相聯(lián)系18?2008PrenticeHall,Inc.Allrightsreserved.SettingEmployeeObjectives設(shè)定員DoesMBOWork?目標(biāo)管理方法有效嗎?GoalSpecificityParticipationIsThereaDownsidetoMBO?GoalDifficultyTopManagement目標(biāo)管理有無(wú)不利的一面?目標(biāo)難度目標(biāo)特定性高層管理參與19?2008PrenticeHall,Inc.Allrightsreserved.DoesMBOWork?目標(biāo)管理方法有效嗎?GoalSEXHIBIT3–5 TheStrategicManagementProcess戰(zhàn)略管理過(guò)程StrategicManagementProcess戰(zhàn)略管理過(guò)程Anine-stepprocessthatinvolvesstrategicplanning,implementation,andevaluation涉及戰(zhàn)略計(jì)劃\應(yīng)用和評(píng)估的九個(gè)過(guò)程確認(rèn)組織當(dāng)前的使命\目標(biāo)和戰(zhàn)略分析環(huán)境識(shí)別機(jī)會(huì)與危險(xiǎn)分析組織的資源識(shí)別優(yōu)勢(shì)與劣勢(shì)SWOT外部分析內(nèi)部分析重新評(píng)估組織的使命\目標(biāo)和戰(zhàn)略制定戰(zhàn)略應(yīng)用戰(zhàn)略評(píng)估結(jié)果戰(zhàn)略計(jì)劃戰(zhàn)略應(yīng)用和評(píng)估20?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–5 TheStrategicManaStepsinWritingaBusinessPlan撰寫《商業(yè)計(jì)劃書》Describeyourcompany’sbackgroundandpurpose.描述你公司的背景和目標(biāo)Identifyyourshort-andlong-termobjectives.明確你的短期和長(zhǎng)期目標(biāo)Provideathoroughmarketanalysis.詳盡的市場(chǎng)分析Describeyourdevelopmentandproductionemphasis描述你發(fā)展與生產(chǎn)的重點(diǎn).Describehowyou’llmarketyourproductorservice.描述你將怎樣把產(chǎn)品或服務(wù)推向市場(chǎng)建立財(cái)務(wù)變動(dòng)表提供一個(gè)對(duì)組織及其管理團(tuán)隊(duì)的整體描述描述公司的法律形式描述如何應(yīng)對(duì)重大風(fēng)險(xiǎn)和偶然性事件綜合形成《商業(yè)計(jì)劃書》21?2008PrenticeHall,Inc.Allrightsreserved.StepsinWritingaBusinessPlTheOrganization’sCurrentIdentity組織當(dāng)期的定位MissionStatement使命Definesthepresentpurposeoftheorganization.Objectives目標(biāo)Arespecificmeasures(milestones)forachievement,progress,andperformance.StrategicPlan戰(zhàn)略計(jì)劃Explainsthebusinessfounders’visionanddescribesthestrategyandoperationsofthatbusiness.22?2008PrenticeHall,Inc.Allrightsreserved.TheOrganization’sCurrentIdeAnalyzetheEnvironment分析環(huán)境EnvironmentalScanning環(huán)境觀測(cè)InvolvesscreeninglargeamountsofinformationtodetectemergingtrendsandcreateasetofscenariosCompetitiveIntelligence競(jìng)爭(zhēng)情報(bào)Informationaboutcompetitorsthatallowsmanagerstoanticipatecompetitors’actionsratherthanmerelyreacttothem23?2008PrenticeHall,Inc.Allrightsreserved.AnalyzetheEnvironment分析環(huán)境EnvEXHIBIT3–6 SWOT:IdentifyingOrganizationalOpportunities尋找機(jī)會(huì)SWOTanalysisAnalysisofanorganization’sstrengths,weaknesses,opportunities,andthreatsinordertoidentifyastrategicnichethattheorganizationcanexploit組織資源環(huán)境中的機(jī)會(huì)組織的機(jī)會(huì)綜合分析組織的優(yōu)勢(shì)\劣勢(shì)\機(jī)會(huì)與威脅，以識(shí)別組織可以開拓的戰(zhàn)略細(xì)分市場(chǎng)24?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–6 SWOT:IdentifyingSWOTAnalysis---SWOT分析Strengths(Strategic)優(yōu)勢(shì)Internalresourcesthatareavailableorthingsthatanorganizationdoeswell.Corecompetency（核心能力）:auniqueskillorresourcethatrepresentsacompetitiveedge.代表了組織獨(dú)一無(wú)二的技能或資源優(yōu)勢(shì)，它決定了一個(gè)企業(yè)的競(jìng)爭(zhēng)邊界Weaknesses劣勢(shì)Resourcesthatanorganizationlacksoractivitiesthatitdoesnotdowell.Opportunities(Strategic)機(jī)會(huì)Positiveexternalenvironmentalfactors.Threats威脅Negativeexternalenvironmentalfactors.25?2008PrenticeHall,Inc.Allrightsreserved.SWOTAnalysis---SWOT分析StrengthHowDoYouFormulateStrategies怎樣制定戰(zhàn)略?GrowthCombinationStabilityGrandStrategiesRetrenchment主要戰(zhàn)略成長(zhǎng)戰(zhàn)略維持戰(zhàn)略收縮戰(zhàn)略混合戰(zhàn)略26?2008PrenticeHall,Inc.Allrightsreserved.HowDoYouFormulateStrategieGrowthStrategies增長(zhǎng)戰(zhàn)略DirectExpansionAcquisitionStrategiesforGrowthMerger增長(zhǎng)戰(zhàn)略直接擴(kuò)張兼并收購(gòu)27?2008PrenticeHall,Inc.Allrightsreserved.GrowthStrategies增長(zhǎng)戰(zhàn)略DirectExCompetitiveStrategies競(jìng)爭(zhēng)戰(zhàn)略CostLeadershipFocusStrategiesforCompetitiveAdvantageDifferentiation獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的戰(zhàn)略成本領(lǐng)導(dǎo)的戰(zhàn)略差異化戰(zhàn)略集中戰(zhàn)略28?2008PrenticeHall,Inc.Allrightsreserved.CompetitiveStrategies競(jìng)爭(zhēng)戰(zhàn)略CostSustainingaCompetitiveAdvantage保持競(jìng)爭(zhēng)優(yōu)勢(shì)Competitiveadvantagecountsforlittleifitcannotbesustainedoverthelong-term.Factorsreducingcompetitiveadvantage降低競(jìng)爭(zhēng)優(yōu)勢(shì)的因素EvolutionarychangesintheindustryTechnologicalchangesCustomerpreferencesImitationbycompetitorsDefendingcompetitiveadvantage保衛(wèi)競(jìng)爭(zhēng)優(yōu)勢(shì)的方法Patents,copyrights,trademarks,regulations,andtariffsCompetingonpriceLong-termcontractswithsuppliers(andcustomers)29?2008PrenticeHall,Inc.Allrightsreserved.SustainingaCompetitiveAdvan五種競(jìng)爭(zhēng)力（fiveforces)新加入者的威脅新競(jìng)爭(zhēng)者進(jìn)入行業(yè)的可能性替代威脅其他行業(yè)產(chǎn)品替代本行業(yè)產(chǎn)品的可能性購(gòu)買者的議價(jià)能力購(gòu)買者（顧客）討價(jià)還價(jià)的能力供應(yīng)商的議價(jià)能力供應(yīng)商討價(jià)還價(jià)的能力現(xiàn)有競(jìng)爭(zhēng)者當(dāng)產(chǎn)業(yè)增長(zhǎng)速度放緩，需求下降，以及產(chǎn)品價(jià)格下降，對(duì)手間競(jìng)爭(zhēng)強(qiáng)度增加30?2008PrenticeHall,Inc.Allrightsreserved.五種競(jìng)爭(zhēng)力（fiveforces)新加入者的威脅30?圖表8–6 行業(yè)中的競(jìng)爭(zhēng)分析CompetitiveAnalysisSource:BasedonM.E.Porter,CompetitiveStrategy:TechniquesforAnalyzingIndustriesandCompetitors(NewYork:TheFreePress,1980).NewentrantsSuppliersBuyersAlternativesCompetitors31?2008PrenticeHall,Inc.Allrightsreserved.圖表8–6 行業(yè)中的競(jìng)爭(zhēng)分析CompetitiveAnWhatHappensAfterStrategies

AreFormulated制定戰(zhàn)略后應(yīng)做什么?Strategy

FormulationEvaluationImplementation

andExecution制定戰(zhàn)略應(yīng)用戰(zhàn)略評(píng)估32?2008PrenticeHall,Inc.Allrightsreserved.WhatHappensAfterStrategiesQualityasaStrategicWeapon品質(zhì)是一種戰(zhàn)略武器Benchmarking標(biāo)桿管理Thesearchforthebestpracticesamongcompetitorsornoncompetitorsthatleadtotheirsuperiorperformance主要是搜尋并研究競(jìng)爭(zhēng)對(duì)手或非競(jìng)爭(zhēng)對(duì)手群體中那些使組織獲得卓越經(jīng)營(yíng)績(jī)效的實(shí)踐方法.ISO9000seriesISO9000QualitymanagementstandardssetbytheInternationalOrganizationforStandardization(ISO)ISO14000ISO14000Companiesachievingthiscertificationwillhavedemonstratedthattheyareenvironmentallyresponsible.33?2008PrenticeHall,Inc.Allrightsreserved.QualityasaStrategicWeapon品AttainingSixSigmaQuality實(shí)現(xiàn)六西格瑪質(zhì)量SixSigma六西格瑪Aphilosophyandmeasurementprocessdevelopedinthe1980satMotorola.Todesign,measure,analyze,andcontroltheinputsideofaproductionprocesstoachievethegoalofnomorethan3.4defectspermillionpartsorprocedures.Aphilosophyandmeasurementprocessthatattemptstodesigninqualityasaproductisbeingmade.（試圖在產(chǎn)品生產(chǎn)過(guò)程中就‘設(shè)計(jì)’質(zhì)量）34?2008PrenticeHall,Inc.Allrightsreserved.AttainingSixSigmaQuality實(shí)現(xiàn)六EXHIBIT3–7 SixSigma12-ProcessStepsSelectthecritical-to-qualitycharacteristics挑選關(guān)鍵的品質(zhì)特性.Definetherequiredperformancestandards設(shè)定合符要求的績(jī)效標(biāo)準(zhǔn).Validatemeasurementsystem,methods,andprocedures建立有效的測(cè)量體系\方法以及程序.Establishthecurrentprocesses’capability建立現(xiàn)時(shí)的加工能力.Defineupperandlowerperformancelimits設(shè)定績(jī)效的上下限.Identifysourcesofvariation識(shí)別差異的來(lái)源.Screenpotentialcausesofvariationtoidentifythevitalfewvariablesneedingcontrol挑選出導(dǎo)致變異的潛在原因，識(shí)別那些重要的\需要控制的變量.Discovervariationrelationshipforthevitalvariables發(fā)現(xiàn)關(guān)鍵變量與差異的關(guān)系.Establishoperatingtolerancesoneachofthevitalvariables建立作業(yè)誤差范圍.Validatethemeasurementsystem’sabilitytoproducerepeatabledata建立測(cè)量體系.Determinethecapabilityoftheprocesstocontrolthevitalvariables確定程序控制關(guān)鍵變量的能力.Implementstatisticalprocesscontrolonthevitalvariables對(duì)關(guān)鍵變量應(yīng)用統(tǒng)計(jì)程序控制.Source:CitedinD.HaroldandF.J.Bartos,“OptimizeExistingProcessestoAchieveSixSigmaCapability,”reprintedfromControlEngineeringPractice,?1998,p.87,withpermissionfromElsevierScience.35?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–7 SixSigma12-ProceIdentifyingACompetitiveAdvantage識(shí)別競(jìng)爭(zhēng)機(jī)會(huì)TheUnexpectedTheIncongruousTheProcessNeedIndustryandMarketStructuresDemographicsChangesinPerceptionNewKnowledgeEnvironmentalSourcesofEntrepreneurialOpportunity意外事件不協(xié)調(diào)之事過(guò)程中的需求產(chǎn)業(yè)與市場(chǎng)結(jié)構(gòu)認(rèn)知變化新知識(shí)創(chuàng)業(yè)與環(huán)境機(jī)會(huì)36?2008PrenticeHall,Inc.Allrightsreserved.IdentifyingACompetitiveAdvaFoundationsofPlanning

計(jì)劃的基礎(chǔ)FoundationsofPlanning

LEARNINGOUTCOMESDefineplanning.定義計(jì)劃工作Explainthepotentialbenefitsofplanning計(jì)劃的潛在好處.Identifypotentialdrawbackstoplanning.Distinguishbetweenstrategicandtacticalplans.Recognizewhendirectionalplansarepreferredoverspecificplans.Definemanagementbyobjectivesandidentifyitscommonelements.Outlinethestepsinthestrategicmanagementprocess.Afterreadingthischapter,youwillbeableto:38?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMLEARNINGOUTCOMES(cont’d)Describethefourgrandstrategies.ExplainSWOTanalysis.Describehowentrepreneursidentifyacompetitiveadvantage.Afterreadingthischapter,youwillbeableto:39?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMPlanningDefined計(jì)劃定義Definingtheorganization’sobjectivesorgoals確定組織目標(biāo)Establishinganoverallstrategyforachievingthosegoals制定全局戰(zhàn)略以實(shí)現(xiàn)目標(biāo)Developingacomprehensivehierarchyofplanstointegrateandcoordinateactivities建立一個(gè)全面的計(jì)劃體系以整合和協(xié)調(diào)組織的工作

Planningisconcernedwithends(whatistobedone)aswellaswithmeans(howitistobedone).計(jì)劃既涉及目標(biāo)，也涉及實(shí)現(xiàn)目標(biāo)的手段FormalPlanning正式計(jì)劃Informal非正式計(jì)劃40?2008PrenticeHall,Inc.Allrightsreserved.PlanningDefined計(jì)劃定義DefiningtEXHIBIT3–1 ReasonsforPlanning為什么計(jì)劃？由于環(huán)境的變化管理者從事計(jì)劃工作，是為了：最小化浪費(fèi)和冗余減少變化的影響提供指導(dǎo)（方向）制定標(biāo)準(zhǔn)便于控制41?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–1 ReasonsforPlanniCriticismsOfFormalPlanning對(duì)正規(guī)計(jì)劃的批評(píng)Planningmaycreaterigidity.計(jì)劃也許導(dǎo)致僵化Planscan’tbedevelopedforadynamicenvironment.計(jì)劃難以在一個(gè)動(dòng)態(tài)的環(huán)境中制定Formalplanscan’treplaceintuitionandcreativity.正式計(jì)劃不能代替直覺(jué)和創(chuàng)造性Planningfocusesmanagers’attentionontoday’scompetition,notontomorrow’ssurvival.計(jì)劃使管理者關(guān)注今天的競(jìng)爭(zhēng)，而不是明天的存亡Formalplanningreinforcessuccess,whichmayleadtofailure.正規(guī)計(jì)劃工作強(qiáng)調(diào)成功，因此可能導(dǎo)致失敗42?2008PrenticeHall,Inc.Allrightsreserved.CriticismsOfFormalPlanning對(duì)TheBottomLine:DoesPlanningImproveOrganizationalPerformance?底線：計(jì)劃工作是否改善了組織的績(jī)效？Formalplanningmeanshigherprofits,higherreturnonassets,andotherpositivefinancialresults.正式規(guī)劃一般會(huì)產(chǎn)生的結(jié)果：更高的利潤(rùn)和資產(chǎn)收益；積極的財(cái)政結(jié)果Planningprocessqualityandimplementationcontributemoretohighperformancethandoestheextentofplanning.計(jì)劃工作的質(zhì)量以及實(shí)現(xiàn)計(jì)劃的適當(dāng)措施，通常要比計(jì)劃工作本身對(duì)績(jī)效的貢獻(xiàn)更大Whenexternalenvironmentrestrictionsallowedmanagersfewviablealternatives,planningdidnotleadtohigherperformance.外部環(huán)境會(huì)減少計(jì)劃工作對(duì)績(jī)效的影響（因?yàn)楣芾碚呖尚械倪x擇將會(huì)減少）43?2008PrenticeHall,Inc.Allrightsreserved.TheBottomLine:DoesPlanningEXHIBIT3–2 TypesofPlans計(jì)劃類型BREADTH TIME FREQUENCY OFUSE深度范圍 FRAME時(shí)期 SPECIFICITY特定性 OFUSE 使用頻數(shù)

Strategic戰(zhàn)略 Longterm長(zhǎng)期 Directional指導(dǎo)性 Singleuse一次性Tactical戰(zhàn)術(shù) Shortterm短期 Specific具體性 Standing經(jīng)常性44?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–2 TypesofPlans計(jì)劃類型Planning:FocusandTime計(jì)劃：著眼點(diǎn)和時(shí)間StrategicPlans戰(zhàn)略計(jì)劃Areorganization-wide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironment.應(yīng)用于整個(gè)組織，建立組織的全局目標(biāo)，尋求組織在環(huán)境中的地位（作用時(shí)效長(zhǎng)）TacticalPlans戰(zhàn)術(shù)計(jì)劃（運(yùn)營(yíng)計(jì)劃）Specifythedetailsofhowanorganization’soverallobjectivesaretobeachieved.具體規(guī)定如何實(shí)現(xiàn)全局戰(zhàn)略目標(biāo)的細(xì)節(jié)計(jì)劃（作用周期短）Short-termPlans短期計(jì)劃Coverlessthanoneyear.為期一年或短于一年的計(jì)劃Long-termPlans長(zhǎng)期計(jì)劃Extendbeyondfiveyears.超過(guò)五年期的計(jì)劃45?2008PrenticeHall,Inc.Allrightsreserved.Planning:FocusandTime計(jì)劃：著眼StrategicPlanning戰(zhàn)略計(jì)劃StrategicPlans戰(zhàn)略計(jì)劃Applybroadlytotheentireorganization.應(yīng)用于整個(gè)組織Establishtheorganization’soverallobjectives.建立組織的全局目標(biāo)Seektopositiontheorganizationintermsofitsenvironment.尋求組織在環(huán)境中的地位Providedirectiontodriveanorganization’seffortstoachieveitsgoals.提供方向指導(dǎo)，以驅(qū)動(dòng)組織實(shí)現(xiàn)其目標(biāo)Serveasthebasisforthetacticalplans.作為戰(zhàn)術(shù)計(jì)劃的基礎(chǔ)Coverextendedperiodsoftime.作用時(shí)效長(zhǎng)Arelessspecificintheirdetails.細(xì)節(jié)較少46?2008PrenticeHall,Inc.Allrightsreserved.StrategicPlanning戰(zhàn)略計(jì)劃StrategiTacticalPlanning戰(zhàn)術(shù)計(jì)劃TacticalPlans(OperationalPlans)戰(zhàn)術(shù)計(jì)劃（運(yùn)營(yíng)計(jì)劃）Applytospecificpartsoftheorganization.適用于組織的特定部分Arederivedfromstrategicobjectives.從戰(zhàn)略目標(biāo)中發(fā)展出來(lái)Specifythedetailsofhowtheoverallobjectivesaretobeachieved.具體規(guī)定如何實(shí)現(xiàn)全局戰(zhàn)略目標(biāo)的細(xì)節(jié)計(jì)劃Covershorterperiodsoftime.作用周期短Mustbeupdatedcontinuouslytomeetcurrentchallenges.必須連續(xù)更新以適應(yīng)當(dāng)前的挑戰(zhàn)47?2008PrenticeHall,Inc.Allrightsreserved.TacticalPlanning戰(zhàn)術(shù)計(jì)劃TacticalEXHIBIT3–3 DirectionalVersusSpecificPlans指導(dǎo)性與專項(xiàng)計(jì)劃指導(dǎo)性計(jì)劃專項(xiàng)計(jì)劃48?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–3 DirectionalVersusSpecificandDirectionalPlans專項(xiàng)與指導(dǎo)性計(jì)劃SpecificPlans專項(xiàng)計(jì)劃Clearlydefinedobjectivesandleavenoroomformisinterpretation.清晰制定目標(biāo)，無(wú)錯(cuò)誤理解的空間“What,when,where,howmuch,andbywhom”(process-focus)(5W1H，關(guān)注過(guò)程）DirectionalPlans指導(dǎo)性計(jì)劃Areflexibleplansthatsetoutgeneralguidelines.設(shè)置總的指南的可變性計(jì)劃“Gofromheretothere”(outcome-focus)（關(guān)注結(jié)果）49?2008PrenticeHall,Inc.Allrightsreserved.SpecificandDirectionalPlansSingle-UseandStandingPlans一次性和經(jīng)常性計(jì)劃Single-UsePlan一次性計(jì)劃Isusedtomeettheneedsofaparticularoruniquesituation.為滿足特定情況需要而設(shè)計(jì)的一次性計(jì)劃Single-daysalesadvertisementStandingPlan經(jīng)常性（持續(xù)性）計(jì)劃Isongoingandprovidesguidanceforrepeatedlyperformedactionsinanorganization.正在進(jìn)行的計(jì)劃，為進(jìn)行反復(fù)活動(dòng)提供指導(dǎo)Customersatisfactionpolicy50?2008PrenticeHall,Inc.Allrightsreserved.Single-UseandStandingPlans一ManagementbyObjectives目標(biāo)管理ManagementbyObjectives(MBO)目標(biāo)管理Asysteminwhichspecificperformanceobjectivesarejointlydeterminedbysubordinatesandtheirsupervisors,progresstowardobjectivesisperiodicallyreviewed,andrewardsareallocatedonthebasisofthatprogress.特征：?jiǎn)T工和管理人員共同確定具體的業(yè)績(jī)目標(biāo)；定期檢查實(shí)現(xiàn)目標(biāo)的進(jìn)展情況；在實(shí)現(xiàn)目標(biāo)的進(jìn)展的基礎(chǔ)上分配獎(jiǎng)勵(lì)Linksindividualandunitperformanceobjectivesatalllevelswithoverallorganizationalobjectives.將個(gè)人與各級(jí)別內(nèi)在機(jī)構(gòu)的目標(biāo)和總體目標(biāo)聯(lián)系起來(lái)Focusesoperationaleffortsonorganizationallyimportantresults.強(qiáng)調(diào)那些對(duì)實(shí)現(xiàn)組織重要目標(biāo)有關(guān)的運(yùn)作Motivatesratherthancontrols.激勵(lì)而不是控制51?2008PrenticeHall,Inc.Allrightsreserved.ManagementbyObjectives目標(biāo)管理MEXHIBIT3–4 CascadingofObjectives目標(biāo)的層級(jí)組織的整體目標(biāo)分公司的目標(biāo)部門的目標(biāo)個(gè)人的目標(biāo)52?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–4 CascadingofObjecManagementbyObjectives(cont’d)目標(biāo)管理GoalSpecificityExplicitPerformancePeriodCommonElementsin

anMBOProgramParticipativeDecisionMakingPerformanceFeedback目標(biāo)管理中的共同因素目標(biāo)的特定性參與式?jīng)Q策明確的期限績(jī)效反饋53?2008PrenticeHall,Inc.Allrightsreserved.ManagementbyObjectives(contSettingEmployeeObjectives設(shè)定員工的目標(biāo)Identifyanemployee’skeyjobtasks.明確員工的關(guān)鍵工作任務(wù)Establishspecificandchallenginggoalsforeachkeytask.給每項(xiàng)關(guān)鍵工作任務(wù)設(shè)定具體的和挑戰(zhàn)性的目標(biāo)Allowtheemployeetoactivelyparticipate.允許員工積極參與Prioritizegoals.按重要次序列出目標(biāo)Buildinfeedbackmechanismstoassessgoalprogress.建立反饋機(jī)制來(lái)評(píng)價(jià)目標(biāo)過(guò)程Linkrewardstogoalattainment.將報(bào)酬與目標(biāo)完成情況相聯(lián)系54?2008PrenticeHall,Inc.Allrightsreserved.SettingEmployeeObjectives設(shè)定員DoesMBOWork?目標(biāo)管理方法有效嗎?GoalSpecificityParticipationIsThereaDownsidetoMBO?GoalDifficultyTopManagement目標(biāo)管理有無(wú)不利的一面?目標(biāo)難度目標(biāo)特定性高層管理參與55?2008PrenticeHall,Inc.Allrightsreserved.DoesMBOWork?目標(biāo)管理方法有效嗎?GoalSEXHIBIT3–5 TheStrategicManagementProcess戰(zhàn)略管理過(guò)程StrategicManagementProcess戰(zhàn)略管理過(guò)程Anine-stepprocessthatinvolvesstrategicplanning,implementation,andevaluation涉及戰(zhàn)略計(jì)劃\應(yīng)用和評(píng)估的九個(gè)過(guò)程確認(rèn)組織當(dāng)前的使命\目標(biāo)和戰(zhàn)略分析環(huán)境識(shí)別機(jī)會(huì)與危險(xiǎn)分析組織的資源識(shí)別優(yōu)勢(shì)與劣勢(shì)SWOT外部分析內(nèi)部分析重新評(píng)估組織的使命\目標(biāo)和戰(zhàn)略制定戰(zhàn)略應(yīng)用戰(zhàn)略評(píng)估結(jié)果戰(zhàn)略計(jì)劃戰(zhàn)略應(yīng)用和評(píng)估56?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–5 TheStrategicManaStepsinWritingaBusinessPlan撰寫《商業(yè)計(jì)劃書》Describeyourcompany’sbackgroundandpurpose.描述你公司的背景和目標(biāo)Identifyyourshort-andlong-termobjectives.明確你的短期和長(zhǎng)期目標(biāo)Provideathoroughmarketanalysis.詳盡的市場(chǎng)分析Describeyourdevelopmentandproductionemphasis描述你發(fā)展與生產(chǎn)的重點(diǎn).Describehowyou’llmarketyourproductorservice.描述你將怎樣把產(chǎn)品或服務(wù)推向市場(chǎng)建立財(cái)務(wù)變動(dòng)表提供一個(gè)對(duì)組織及其管理團(tuán)隊(duì)的整體描述描述公司的法律形式描述如何應(yīng)對(duì)重大風(fēng)險(xiǎn)和偶然性事件綜合形成《商業(yè)計(jì)劃書》57?2008PrenticeHall,Inc.Allrightsreserved.StepsinWritingaBusinessPlTheOrganization’sCurrentIdentity組織當(dāng)期的定位MissionStatement使命Definesthepresentpurposeoftheorganization.Objectives目標(biāo)Arespecificmeasures(milestones)forachievement,progress,andperformance.StrategicPlan戰(zhàn)略計(jì)劃Explainsthebusinessfounders’visionanddescribesthestrategyandoperationsofthatbusiness.58?2008PrenticeHall,Inc.Allrightsreserved.TheOrganization’sCurrentIdeAnalyzetheEnvironment分析環(huán)境EnvironmentalScanning環(huán)境觀測(cè)InvolvesscreeninglargeamountsofinformationtodetectemergingtrendsandcreateasetofscenariosCompetitiveIntelligence競(jìng)爭(zhēng)情報(bào)Informationaboutcompetitorsthatallowsmanagerstoanticipatecompetitors’actionsratherthanmerelyreacttothem59?2008PrenticeHall,Inc.Allrightsreserved.AnalyzetheEnvironment分析環(huán)境EnvEXHIBIT3–6 SWOT:IdentifyingOrganizationalOpportunities尋找機(jī)會(huì)SWOTanalysisAnalysisofanorganization’sstrengths,weaknesses,opportunities,andthreatsinordertoidentifyastrategicnichethattheorganizationcanexploit組織資源環(huán)境中的機(jī)會(huì)組織的機(jī)會(huì)綜合分析組織的優(yōu)勢(shì)\劣勢(shì)\機(jī)會(huì)與威脅，以識(shí)別組織可以開拓的戰(zhàn)略細(xì)分市場(chǎng)60?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT3–6 SWOT:IdentifyingSWOTAnalysis---SWOT分析Strengths(Strategic)優(yōu)勢(shì)Internalresourcesthatareavailableorthingsthatanorganizationdoeswell.Corecompetency（核心能力）:auniqueskillorresourcethatrepresentsacompetitiveedge.代表了組織獨(dú)一無(wú)二的技能或資源優(yōu)勢(shì)，它決定了一個(gè)企業(yè)的競(jìng)爭(zhēng)邊界Weaknesses劣勢(shì)Resourcesthatanorganizationlacksoractivitiesthatitdoesnotdowell.Opportunities(Strategic)機(jī)會(huì)Positiveexternalenvironmentalfactors.Threats威脅Negativeexternalenvironmentalfactors.61?2008PrenticeHall,Inc.Allrightsreserved.SWOTAnalysis---SWOT分析StrengthHowDoYouFormulateStrategies怎樣制定戰(zhàn)略?GrowthCombinationStabilityGrandStrategiesRetrenchment主要戰(zhàn)略成長(zhǎng)戰(zhàn)略維持戰(zhàn)略收縮戰(zhàn)略混合戰(zhàn)略62?2008PrenticeHall,Inc.Allrightsreserved.HowDoYouFormulateStrategieGrowthStrategies增長(zhǎng)戰(zhàn)略DirectExpansionAcquisitionStrategiesforGrowthMerger增長(zhǎng)戰(zhàn)略直接擴(kuò)張兼并收購(gòu)63?2008PrenticeHall,Inc.Allrightsreserved.GrowthStrategies增長(zhǎng)戰(zhàn)略DirectExCompetitiveStrategies競(jìng)爭(zhēng)戰(zhàn)略CostLeadershipFocusStrategiesforCompetitiveAdvantageDifferentiation獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的戰(zhàn)略成本領(lǐng)導(dǎo)的戰(zhàn)略差異化戰(zhàn)略集中戰(zhàn)略64?2008PrenticeHall,Inc.Allrightsreserved.CompetitiveStrategies競(jìng)爭(zhēng)戰(zhàn)略CostSustainingaCompetitiveAdvantage保持競(jìng)爭(zhēng)優(yōu)勢(shì)Competitiveadvantagecountsforlittleifitcannotbesustainedoverthelong-term.Factorsreducingcompetitiveadvantage降低競(jìng)爭(zhēng)優(yōu)勢(shì)的因素EvolutionarychangesintheindustryTechnologicalchangesCustomerpreferencesImitationbycompetitorsDefendingcompetitiveadvantage保衛(wèi)競(jìng)爭(zhēng)優(yōu)勢(shì)的方法Patents,copyrights,trademarks,regulations,andtariffsCompetingonpriceLong-termcontractswithsuppliers(andcustomers)65?2008PrenticeHall,Inc.Allrightsreserved.SustainingaCompetitiveAdvan五種競(jìng)爭(zhēng)力（fiveforces)新加入者的威脅新競(jìng)爭(zhēng)者進(jìn)入行業(yè)的可能性替代威脅其他行業(yè)產(chǎn)品替代本行業(yè)產(chǎn)品的可能性購(gòu)買者的議價(jià)能力購(gòu)買者（顧客）討價(jià)還價(jià)的能力供應(yīng)商的議價(jià)能力供應(yīng)商討價(jià)還價(jià)的能力現(xiàn)有競(jìng)爭(zhēng)者當(dāng)產(chǎn)業(yè)增長(zhǎng)速度放緩，需求下降，以及產(chǎn)品價(jià)格下降，對(duì)手間競(jìng)爭(zhēng)強(qiáng)度增加66?2008PrenticeHall,Inc.Allrightsreserved.五種競(jìng)爭(zhēng)力（fiveforces)新加入者的威脅30?圖表8–6 行業(yè)中的競(jìng)爭(zhēng)分析CompetitiveAnalysisSource:BasedonM.E.Porter,CompetitiveStrategy:TechniquesforAnalyzingIndustriesandCompetitors(NewYork:TheFreePress,1980).NewentrantsSuppliersBuyersAlternatives