羅賓斯管理學(xué)計(jì)劃章節(jié)課件

“Amanwhodoesnotplanlongaheadwillfindtroubleathisdoor”Confucius6–1人無(wú)遠(yuǎn)慮必有近憂(yōu)-孔子“AmanwhodoesnotplanlongPartII計(jì)劃與決策

Planning&DecisionmakingFoundationsofplanning規(guī)劃基礎(chǔ)Planningtoolsandtechniques規(guī)劃的方法Managers

asdecisionmakers決策Strategicmanagement戰(zhàn)略7–2PartII計(jì)劃與決策

Planning&DFoundationsofPlanning

規(guī)劃/決策/計(jì)劃工作Chapter

3FoundationsofPlanning

規(guī)劃/決策/8–4Contents-

FoundationsofPlanningTheWhatandWhyofPlanningGoalsandPlansSettingGoalsandDevelopingPlansPlanningtoolsandtechniques8–4Contents-

FoundationsofPTheWhat

andWhyofPlanning

什么是規(guī)劃為何需要規(guī)劃8–5TheWhat

andWhyofPlanning1.1WhatIsPlanning?D

Planning

（計(jì)劃工作，規(guī)劃）Aprimarymanagerialactivitythatinvolves:Definingtheorganization’sgoalsEstablishinganoverallstrategiesforachievingthosegoalsDevelopingplansfororganizationalworkactivities.計(jì)劃工作是確定目標(biāo)、制定實(shí)現(xiàn)這些目標(biāo)的總體戰(zhàn)略，以及制定組織的工作計(jì)劃等活動(dòng)。Concernedwithbothendsandmeans8–61.1WhatIsPlanning?DPlannTypesofplanningInformal:

notwrittendown,short-termfocus;specifictoanorganizationalunit.Formal:

Informalplanning,specificgoalscoveringaperiodofyearsaredefined.Thesegoalsarewritten,specific,sharedwithorganizationalmemberstoreduceambiguityandcreateacommonunderstandingaboutwhatneedstobedone.Specificactionplans(howthegoalswillbereached.)Thetermplanninginthisbook,wedomeanformalplanning8–7Typesofplanning8–7Essentialsofplanning

規(guī)劃的基本要素RobertKreitner:

Planningistheprocessofcopingwithuncertaintybyformulatingfuturecoursesofactiontoachievespecifiedresults.規(guī)劃是為了應(yīng)對(duì)未來(lái)不確定性取得特定目標(biāo)而采取行動(dòng)的過(guò)程。Theessentialsofplanninginclude:Organizationmission,組織使命Typesofplanning,規(guī)劃類(lèi)型Objectives(goals),目標(biāo)Priorities,優(yōu)先重點(diǎn)Planning/controlcycles規(guī)劃周期Strategy戰(zhàn)略8–8Essentialsofplanning

規(guī)劃的基本要9、我們的市場(chǎng)行為主要的導(dǎo)向因素，第一個(gè)是市場(chǎng)需求的導(dǎo)向，第二個(gè)是技術(shù)進(jìn)步的導(dǎo)向，第三大導(dǎo)向是競(jìng)爭(zhēng)對(duì)手的行為導(dǎo)向。12月-2212月-22Monday,December19,202210、市場(chǎng)銷(xiāo)售中最重要的字就是“問(wèn)”。05:47:2305:47:2305:4712/19/20225:47:23AM11、現(xiàn)今，每個(gè)人都在談?wù)撝鴦?chuàng)意，坦白講，我害怕我們會(huì)假創(chuàng)意之名犯下一切過(guò)失。12月-2205:47:2305:47Dec-2219-Dec-2212、在購(gòu)買(mǎi)時(shí)，你可以用任何語(yǔ)言；但在銷(xiāo)售時(shí)，你必須使用購(gòu)買(mǎi)者的語(yǔ)言。05:47:2305:47:2305:47Monday,December19,202213、Hewhoseizetherightmoment,istherightman.誰(shuí)把握機(jī)遇，誰(shuí)就心想事成。12月-2212月-2205:47:2305:47:23December19,202214、市場(chǎng)營(yíng)銷(xiāo)觀念：目標(biāo)市場(chǎng)，顧客需求，協(xié)調(diào)市場(chǎng)營(yíng)銷(xiāo)，通過(guò)滿(mǎn)足消費(fèi)者需求來(lái)創(chuàng)造利潤(rùn)。19十二月20225:47:23上午05:47:2312月-2215、我就像一個(gè)廚師，喜歡品嘗食物。如果不好吃，我就不要它。十二月225:47上午12月-2205:47December19,202216、我總是站在顧客的角度看待即將推出的產(chǎn)品或服務(wù)，因?yàn)槲揖褪穷櫩汀?022/12/195:47:2305:47:2319December202217、利人為利已的根基，市場(chǎng)營(yíng)銷(xiāo)上老是為自己著想，而不顧及到他人，他人也不會(huì)顧及你。5:47:23上午5:47上午05:47:2312月-229、我們的市場(chǎng)行為主要的導(dǎo)向因素，第一個(gè)是市場(chǎng)需求的導(dǎo)向，第Mission–thestartpointofsettinggoalsMission（使命）:

astatementofthepurposeofanorganizationthefirm’sreasonforbeing公司存在的意義Albaba8–10Mission–thestartpointofsWell-writtenmissionstatementthatdoesthefollowingthings:DefinesyourorganizationforkeystakeholdersCreatesaninspiringvisionofwhattheorganizationcanbeandcandoOutlineshowthevisionistobeaccomplished(path)EstablisheskeyprioritiesStatesacommongoalandfostersasenseoftogethernessCreatesphilosophicalanchorforallorganizationaactivitiesGeneratesenthusiasmanda“cando”attidudeEmpowerspresentandfutureorganizationmemberstobelievethateveryindividualisthekeytosuccess8–11WellwrittenmissionstatmentWell-writtenmissionstatementStrategyStrategiesThedecisionsandactionsthatdeterminethelong-runperformanceofanorganization.

（Robbins,9e)戰(zhàn)略是決定一個(gè)組織的長(zhǎng)期績(jī)效的決策和行動(dòng)。Theplansforhowtheorganizationwilldowhateverit’sinbusinesstodo,howitwillcompetesuccessfully,andhowitwillattractandsatisfyitscustomersinordertoachieveitsgoals.（Bobbins.10-11e）戰(zhàn)略是組織為了實(shí)現(xiàn)其目標(biāo)的一些計(jì)劃，包括從事何種業(yè)務(wù)，如何與其他組織競(jìng)爭(zhēng)中獲勝，如何吸引和滿(mǎn)足顧客從而實(shí)現(xiàn)公司的目標(biāo)。8–12StrategyStrategies8–12Goals(alsoObjectives，目標(biāo))Desiredoutcomesortargets.(forindividuals,groups,orentireorganizations)希望的結(jié)果Providedirectionandevaluationperformancecriteria8–13Goals(alsoObjectives，目標(biāo))8–13制定規(guī)劃的基本內(nèi)容之二5W1H8–14What-做什么？目標(biāo)、內(nèi)容Why(or/andForWhom)為何做？Who-誰(shuí)去做？Where-何地做？When-何時(shí)做？How–如何做？制定規(guī)劃的基本內(nèi)容之二5W1H8–14What-做什么1.2WhyDoManagersPlanPurposesofPlanning:Providesdirection提供目標(biāo)方向Reducesuncertainty減少不確定性Minimizeswasteandredundancy減少浪費(fèi)Setsthegoalsorstandardsusedforcontrolling制定控制標(biāo)準(zhǔn)P2058–151.2WhyDoManagersPlanPurpo1.3PlanningandPerformanceTheRelationshipBetweenPlanningandPerformanceFormalplanningisassociatedwith:Higherprofitsandreturnsonassets.Positivefinancialresults.Thequalityofplanningandimplementationaffectsperformancemorethantheextentofplanning.Theexternalenvironmentcanreducetheimpactofplanningonperformance.Formalplanningmustbeusedforseveralyears(4yearsinthetextbook)beforeplanningbeginstoaffectperformance.高質(zhì)量規(guī)劃提升績(jī)效，環(huán)境會(huì)降低規(guī)劃的績(jī)效，規(guī)劃長(zhǎng)期才能見(jiàn)效。8–161.3PlanningandPerformanceTh2.GoalsandPlans目標(biāo)和計(jì)劃8–172.GoalsandPlans目標(biāo)和計(jì)劃8–172.1TypesofGoalsD

Goals(alsoObjectives，目標(biāo))Desiredoutcomesortargets.(forindividuals,groups,orentireorganizations)Providedirectionandevaluationperformancecriteria8–182.1TypesofGoals8–18CriteriaforObjectives(goals)目標(biāo)的標(biāo)準(zhǔn)Singularresult單個(gè)結(jié)果Specific具體Measurable可測(cè)量Targetdate截止日期Difficultbutachievable可現(xiàn)實(shí)性Attainable，AchievableAcceptanceandcommitment接受與承諾8–19CriteriaforObjectives(goals目標(biāo)管理的SMART原則

Specific

Measurable

Attainable\Achievable

Relevant\Realistic\Result相關(guān)性（目標(biāo)努力承諾）

Time-based8–20目標(biāo)管理的SMART原則Specific8–20討論：兩個(gè)目標(biāo)足協(xié)副主席：中國(guó)足球2050年將達(dá)世界最高水平上海大學(xué)：建設(shè)成為世界一流特色鮮明的綜合性研究型大學(xué)。8–21討論：兩個(gè)目標(biāo)足協(xié)副主席：中國(guó)足球2050年將達(dá)世界最高水平

CharacteristicsofWell-designedGoalsWrittenintermsofoutcomes,notactionsFocusesontheends,notthemeans.MeasurableandquantifiableSpecificallydefineshowtheoutcomeistobemeasuredandhowmuchisexpected.ClearastotimeframeHowlongbeforemeasuringaccomplishment.ChallengingyetattainableLowgoalsdonotmotivate.Highgoalsmotivateiftheycanbeachieved.WrittendownFocuses,defines,andmakesgoalsvisible.CommunicatedtoallnecessaryorganizationalmembersPutseverybody“onthesamepage.”Exhibit8–4 CharacteristicsofWell-DesignedGoalsp2108–22

CharacteristicsofWell-desig2.1TypesofGoalsOrganizationshavemanytypesofgoalsFinancialgoals<>Strategicgoals;

(2)Statedgoals<>Realgoals8–232.1TypesofGoalsOrganization2.1TypesofGoalsFinancialgoals<>Strategicgoals;FinancialGoals（財(cái)務(wù)目標(biāo)）-絕對(duì)數(shù)值A(chǔ)rerelatedtotheexpectedinternalfinancialperformanceoftheorganization.Ex:McDonald’sfinancialgoalof3-5%averageannualsalesandrevenuegrowthStrategicGoals（戰(zhàn)略目標(biāo)）-相對(duì)數(shù)值A(chǔ)rerelatedtotheperformanceofthefirmrelativetofactorsinitsexternalenvironment(e.g.,competitors).Ex:Matchorbeattheperformanceofthecompetitiverivals8–242.1TypesofGoals8–24TypesofGoalsStatedGoalsversusRealGoalsStatedGoals（陳述目標(biāo)）:

Officialstatementsofwhatanorganizationsays-andwhatitwantsitsvariousstakeholderstobelieve-itsgoalsare.Ex.UniversitiesareplacesofhigheducationRealGoals（實(shí)際目標(biāo)）:

Goalsthatanorganizationactuallypursues,asdefinedbytheactionsofitsmembersEx.TheUniversitiesareresearchinstitutions,businesscompanies8–25TypesofGoalsStatedGoalsverD:

Plans

areDocumentsthatoutlinehowgoalsaregoingtobemet.

Includingresourcesallocation,schedules,andothernecessaryactionstoaccomplishthegoals.p2078–262.2TypesofPlans

D:PlansareDocumentsthatoExhibit8–1 FourTypesofPlans2.2TypesofPlansp2078–27Exhibit8–1 FourTypesofPlan8–283.SettingGoalsandDevelopingPlans制定目標(biāo)與計(jì)劃8–283.SettingGoalsandDevelWritingobjectivesmodel

制定目標(biāo)的模型8–29Infinitive不定式Actionverb動(dòng)詞Singular,

specific，andmeasurableresulttobeachieved單一、具體、可測(cè)量、可取得的targetdate目標(biāo)日期ExamplefromCoca-Cola:（1）To（2）increasesalesto(3)50%ofcarbonatedsoftdrinksintheU.S.(4)by2020(1)To(2)produce(3)10movies(4)by2117Writingobjectivesmodel

制定目制定目標(biāo)的模型（中文）8–30助動(dòng)詞+【我們】要時(shí)間+在**期間內(nèi)動(dòng)詞+**行動(dòng)可測(cè)量可實(shí)現(xiàn)單一具體的+實(shí)現(xiàn)**目標(biāo)我們要在2020年前確保公司銷(xiāo)售收入年增長(zhǎng)率超過(guò)10%。制定目標(biāo)的模型（中文）8–30助動(dòng)詞8–313.1ApproachestoSettingGoals

傳統(tǒng)的制定目標(biāo)方法3.1.2TraditionalGoalSettingBroadgoalsaresetatthetopoftheorganization.Goalsarethenbrokenintosub-goalsforeachorganizationallevel.Assumesthattopmanagementknowsbestbecausetheycanseethe“bigpicture.”Goalsareintendedtodirect,guide,andconstrainfromabove.由上至下、總目標(biāo)分解、上層把握全局、目標(biāo)是上對(duì)下的指導(dǎo)限制8–313.1ApproachestoSettingEstablishingGoals(cont’d)MaintainingtheHierarchyofGoals維護(hù)目標(biāo)的等級(jí)Means–EndsChain（手段-目的鏈）Theintegratednetworkofgoalsthatresultsfromestablishingaclearly-definedhierarchyoforganizationalgoals.Achievementoflower-levelgoalsisthemeansbywhichtoreachhigher-levelgoals(ends).8–32EstablishingGoals(cont’d)Ma8–333.1ApproachestoSettingGoalsAmbiguousgoalsleadtomissinterpretationsandwrongdirection模糊的目標(biāo)會(huì)導(dǎo)致偏差Goalsloseclarityandfocusaslower-levelmanagersattempttointerpretanddefinethegoalsfortheirareasofresponsibility.8–333.1ApproachestoSettingExhibit8–2 TheDownsideofTraditionalGoalSettingp2098–34Exhibit8–2 TheDownsideofTr3.1.1StepsinGoalSettingReviewtheorganization’smissionstatement.Dogoalsreflectthemission?Evaluateavailableresources.Areresourcessufficienttoaccomplishthemission?Determinegoalsindividuallyorwithothers.Aregoalsspecific,measurable,andtimely?Writedownthegoalsandcommunicatethemtoallwhoneedtoknow.Iseverybodyonthesamepage?Reviewresultsandwhethergoalsarebeingmet.Whatchangesareneededinmission,resources,orgoals?8–353.1ApproachestoSettingGoals

制定目標(biāo)的方法3.1.1StepsinGoalSettingR制定目標(biāo)的方法圖示8–36制定目標(biāo)的方法圖示8–36EstablishingGoals(cont’d)3.1.3ManagementByObjectives(MBO)

目標(biāo)管理Specificperformancegoalsarejointlydeterminedbyemployeesandmanagers.Progresstowardaccomplishinggoalsisperiodicallyreviewed.Rewardsareallocatedonthebasisofprogresstowardsthegoals.4KeyelementsofMBO:Goalspecificity,participativedecisionmaking,anexplicitperformance/evaluationperiod,feedback8–37EstablishingGoals(cont’d)3.1Exhibit8–3 StepsinaTypicalMBOProgramTheorganization’soverallobjectivesandstrategiesareformulated.Majorobjectivesareallocatedamongdivisionalanddepartmentalunits.Unitmanagerscollaborativelysetspecificobjectivesfortheirunitswiththeirmanagers.Specificobjectivesarecollaborativelysetwithalldepartmentmembers.Actionplans,defininghowobjectivesaretobeachieved,arespecifiedandagreeduponbymanagersandemployees.Theactionplansareimplemented.Progresstowardobjectivesisperiodicallyreviewed,andfeedbackisprovided.Successfulachievementofobjectivesisreinforcedbyperformance-basedrewards.p2108–38Exhibit8–3 StepsinDoesMBOWork?Yes!Increaseemployeeperformanceandorganizationalproductivity.ReasonsforMBOSuccessTopmanagementcommitmentandinvolvement.EffectivewayofmotivatingemployeesPotentialProblemswithMBOProgramsNotaseffectiveindynamicenvironmentsthatrequireconstantresettingofgoals.Overemphasisonindividualaccomplishmentmaycreateproblemswithteamwork.AllowingtheMBOprogramtobecomeanannualpaperworkshuffle.8–39DoesMBOWork?Yes!8–393.2DevelopingPlansThreeContingencyFactorsinPlanning計(jì)劃工作的權(quán)變因素1(1)Manager’slevelintheorganizationStrategicplansathigherlevelsOperationalplansatlowerlevels8–403.2DevelopingPlansThreeConExhibit8–5 PlanningintheHierarchyofOrganizations8–41Exhibit8–5 PlanningintheHi3.2DevelopingPlansContingencyFactorsinPlanning計(jì)劃工作的權(quán)變因素2(2)DegreeofenvironmentaluncertaintyStableenvironment:specificplansDynamicenvironment:specificbutflexibleplansEx:continentalairlines,ontimeserviceplans(destinationnotaflightplan)8–423.2DevelopingPlansContingen3.2DevelopingPlansContingencyFactorsinPlanning計(jì)劃工作的權(quán)變因素3(3)Time-LengthoffuturecommitmentsCommitmentConcept承諾概念:plansshouldextendfarenoughtomeetthosecommitmentsmadewhentheplansweredeveloped.Planningfortoolongortooshortperiodisinefficientandineffective.8–433.2DevelopingPlansContingen3.3ApproachestoPlanning(1)ThetraditionalapproachtoplanningEstablishingaformalplanningdepartmentAgroupofplanningspecialistswhohelpmanagerswriteorganizationalplans.AdvantagesThorough,systematic,coordinated,Disadvantagesfocusondeveloping“theplan”8–443.3ApproachestoPlanning(1)3.3ApproachestoPlanning(2)TheinvolvedapproachofplanningInvolvingorganizationalmembersintheprocessPlansaredevelopedbymembersoforganizationalunitsatvariouslevelsandthencoordinatedwithotherunitsacrosstheorganization.Plansaremorethanwrittenthingsonpapers,theycanbeusedindirectingandcoordinatingworkExample:Dell,workteamsettheirownplans,and“recovery”plans8–453.3ApproachestoPlanning(2)3.4PrioritiesDefinedasarankingofgoals,objectives,oractivitiesinorderofimportance,prioritiesplayaspecialroleinplanning計(jì)劃中的優(yōu)先排序8–463.4PrioritiesDefinedasaran(1)TheA-B-CprioritysystemA:“Mustdo”objectivescriticaltosuccessfulperformance.B:“Shoulddo”-objectivenecessaryforimprovedperformance.C:“Nicedo”-Objectivedesirableforimprovedperformance,butnotcriticaltosurvivalorimprovedperformance8–47(1)TheA-B-Cprioritysystem8(2)The80/20principle(Pareto帕累托）

The80/20principleassertsthataminorityofcauses,inputs,oreffortusuallyleadstoamajorityoftheresults,outputs,orrewards少數(shù)的因素投入或者努力能夠帶來(lái)多數(shù)的結(jié)果產(chǎn)出和報(bào)酬Example:Top20%ofthecustomersatatypicalcommercialbankgenerateuptosixtimesasmuchrevenueastheycost,whilethebottom20%costthreetofourtimesmorethantheymakeforthecompany.Practice:Managerscanleveragetheirtimebyfocusingonthefewpeople,problems,oropportunitieswiththegreatestimpact8–48(2)The80/20principle(Paret8–498–49目標(biāo)管理循環(huán)Step1設(shè)定目標(biāo)Step2制定行動(dòng)規(guī)劃Step3定期審查Step4績(jī)效評(píng)估8–50目標(biāo)管理循環(huán)Step1設(shè)定目標(biāo)Step2制定行動(dòng)規(guī)劃StB–51Contents4.1TechniquesforAssessingtheEnvironment4.2TechniquesforAllocatingResources4.3ContemporaryPlanningTechniques4.PlanningToolsandTechniquesB–51Contents4.1TechniquesforB–524.1Techniquesfor

AssessingtheEnvironment

EnvironmentscanningForecastingBenchmarkingB–524.1Techniquesfor

AssessB–534.1.1EnvironmentalScanning

EnvironmentalScanning環(huán)境掃描D

Thescreeningoflargeamountsofinformationtoanticipateandinterpretchangeintheenvironment.B–534.1.1EnvironmentalScanniB–544.1.1EnvironmentalScanningCompetitorIntelligence競(jìng)爭(zhēng)對(duì)手調(diào)查

Theprocessofgatheringinformationaboutcompetitors—whotheyare;whattheyaredoing;Howwillwhatthey’redoingaffectus?Isnotspyingbutrathercarefulattentiontoreadilyaccessibleinformationfromemployees,customers,suppliers,theInternet,andcompetitorsthemselves.Mayinvolvereverseengineering

ofcompetingproductstodiscovertechnicalinnovations.B–544.1.1EnvironmentalScanniB–55GlobalScanningGlobalScanning全球掃描Screeningabroadscopeofinformationonglobalforcesthatmightaffecttheorganization.Hasvaluetofirmswithsignificantglobalinterests.Drawsinformationfromsourcesthatprovideglobalperspectivesonworld-wideissuesandopportunities.B–55GlobalScanningWorldBankIMFOECDCIAfactbook……8–56WorldBank8–56B–574.1.2ForecastingD-Forecasting預(yù)測(cè)Thepartoforganizationalplanningthatinvolvescreatingpredictionsofoutcomesbasedoninformationgatheredbyenvironmentalscanning.Facilitatesmanagerial

decisionmaking.Ismostaccuratein

stableenvironments.B–574.1.2ForecastingD-ForecB–58AssessingtheEnvironment(cont’d)

ForecastingTechniquesQuantitativeforecasting定量預(yù)測(cè)Qualitativeforecasting定性預(yù)測(cè)B–58AssessingtheEnvironmentB–59AssessingtheEnvironment(cont’d)

ForecastingTechniquesQuantitativeforecasting定量預(yù)測(cè)Applyingasetofmathematicalrulestoaseriesofharddatatopredictoutcomes(e.g.,unitstobeproduced).QuantitativeTimeseriesanalysisRegressionmodelsEconometricmodelsEconomicindicatorsSubstitutioneffectB–59AssessingtheEnvironmentB–60ExhibitB–1 ForecastingTechniquesQualitativeforecasting定性預(yù)測(cè)Usingexpertjudgmentsandopinionstopredictlessthanpreciseoutcomes(e.g.,directionoftheeconomy).QualitativeJuryofopinion評(píng)審小組意見(jiàn)Salesforcecomposition銷(xiāo)售構(gòu)成Customerevaluation顧客評(píng)價(jià)P250B–60ExhibitB–1 ForecastingTeB–61

MakingForecastingMoreEffectiveUseforecastingtechniquesinstableenvironmentsUsesimpleforecastingmethods.Compareeachforecastwithitscorresponding“nochange”forecast.Don’trelyonasingleforecastingmethod.Don’tassumethattheturningpointsinatrendcanbeaccuratelyidentified.Shortenthetimeperiodcoveredbyaforecast.Rememberthatforecastingisadevelopedmanagerialskillthatsupportsdecisionmaking.p251B–61MakingForecastingMoreEB–624.1.3BenchmarkingThesearchforthebestpracticesamongcompetitorsandnoncompetitorsthatleadtotheirsuperiorperformance.Byanalyzingandcopyingthesepractices,firmscanimprovetheirperformance.Sales-69%upProductivity45%upB–624.1.3BenchmarkingThesearB–63ExhibitB–2 StepsinBenchmarking標(biāo)桿比較的步驟Source:BasedonY.K.Shetty,“AimingHigh:CompetitiveBenchmarkingforSuperiorPerformance,”LongRangePlanning.February1993,p.42.P252B–63ExhibitB–2 StepsinBenchB–644.2.TechniquesforAllocatingResourcesBudgetingSchedulingBreakevenAnalysisLinearProgrammingB–644.2.TechniquesforB–65ResourcesDTheassetsoftheorganizationincludingfinancial,physical,human,andintangibleTypesofResourcesTheassetsoftheorganizationFinancial:debt,equity,andretainedearningsPhysical:buildings,equipment,andrawmaterialsHuman:experiences,skills,knowledge,andcompetenciesIntangible:brandnames,patents,reputation,trademarks,copyrights,anddatabasesB–65ResourcesDTheassetsoftB–66AllocatingResources:

4.2.1BudgetingDBudgetAplanforallocatingresources(e.g.,revenues,expenses,andcapitalexpenditures)tospecificactivities.Isusedtoimprovetime,space,anduseofmaterialresources.Isthemostcommonlyused

andmostwidelyapplicable

planningtechniquefor

organizations.p252B–66AllocatingResources:

4.2B–67ExhibitB–3 TypesofBudgetsSource:BasedonR.S.RussellandB.W.TaylorIII.ProductionandOperationsManagement(UpperSaddleRiver,NJ:PrenticeHall,1995),p.287.P252B–67ExhibitB–3 TypesofBudgeB–68ExhibitB–4 SuggestionsforImprovingBudgetingCollaborateandcommunicate.Beflexible.Goalsshoulddrivebudgets—budgetsshouldnotdeterminegoals.Coordinatebudgetingthroughouttheorganization.Usebudgeting/planningsoftwarewhenappropriate.Rememberthatbudgetsaretools.Rememberthatprofitsresultfromsmartmanagement,notbecauseyoubudgetedforthem.P253B–68ExhibitB–4 SuggestionsfoB–69AllocatingResources:

4.2.2SchedulingD

Schedules

（排程）Plansthatallocateresourcesbydetailingwhatactivitieshavetobedone,theorderinwhichtheyaretobecompleted,whoistodoeach,andwhentheyaretobecompleted.Representthecoordinationofvariousactivities.B–69AllocatingResources:

4.2B–70AllocatingResources:ChartingGanttChart（甘特圖）Agraphical

schedulingtechniquedevelopedbyHenry.L.Ganttinthe1880s-90sforproductionoperationAbargraphwithtimeonthehorizontalaxisandactivitiestobeaccomplishedontheverticalaxis.Showstheexpectedandactualprogressofvarioustasks.B–70AllocatingResources:ChartB–71ExhibitB–5 AGanttChart甘特圖P253B–71ExhibitB–5 AGanttChartB–72AllocatingResources:

LoadChart（負(fù)荷圖）AmodifiedGanttchartthatlistsentiredepartmentsorspecificresourcesontheverticalaxis.Allowsmanagerstoplanandcontrolcapacityutilization.ChartingB–72AllocatingResources:LoB–73ExhibitB–6 ALoadChart負(fù)荷圖P254B–73ExhibitB–6 ALoadChart負(fù)B–74AllocatingResources:AnalysisProgramEvaluationandReviewTechnique(PERT)orPERTnetworkanalysisPERT網(wǎng)絡(luò)分析Aflowchartdiagramthatdepictsthesequenceofactivitiesneededtocompleteaprojectandthetimeorcostsassociatedwitheachactivity.PERT是一種流程圖型，表述了項(xiàng)目活動(dòng)的順序和時(shí)間，有時(shí)加入了相應(yīng)的成本數(shù)據(jù)。B–74AllocatingResources:AnalB–75ExhibitB–9 AVisualPERTNetworkforConstructinganOfficeBuildingP256B–75ExhibitB–9 AVisualPERTB–76AllocatingResources:AnalysisProgramEvaluationandReviewTechnique(PERT)PERT網(wǎng)絡(luò)分析4概念Events事件:endpointsforcompletionofmajoractivitiesinaPERTnetwork.Activities活動(dòng):time/resourcesrequiredtoprogressfromoneeventtoanotherinaPERTnetwork.Criticalpath關(guān)鍵路徑:themosttime-consumingchainofactivitiesandeventsinaPERTnetwork.(apathofactivitiesthatallowsalltaskstobecompletedwiththeleastslacktime.)Slacktime松弛時(shí)間:theamountoftimeanindividualactivitycanbedelayedwithoutdelayingthewholeproject.B–76AllocatingResources:AnalB–77ExhibitB–7 StepsinDevelopingaPERTNetworkIdentifyeverysignificantactivitythatmustbeachievedforaprojecttobecompleted.Determinetheorderinwhichtheseeventsmustbecompleted.Diagramtheflowofactivitiesfromstarttofinish,identifyingeachactivityanditsrelationshiptoallotheractivities.Computeatimeestimateforcompletingeachactivity.Usingthenetworkdiagramthatcontainstimeestimatesforeachactivity,determineascheduleforthestartandfinishdatesofeachactivityandfortheentireproject.P255B–77ExhibitB–7 StepsinDevelB–78ExhibitB–8 EventsandActivitiesinConstructinganOfficeBuildingP255B–78ExhibitB–8 EventsandActB–79ExhibitB–9 AVisualPERTNetworkforConstructinganOfficeBuildingCriticalPath:A-B-C-D-G-H-J-KP256Slacktime:

(CDG)-（CEG）=3days;DGHJ-DIJ=6daysB–79ExhibitB–9 AVisualPERTB–804.2.3BreakevenAnalysis

BreakevenAnalysis盈虧平衡分析Isusedtodeterminethepointatwhichallfixedcostshavebeenrecoveredandprofitabilitybegins.Fixedcost(FC)Variablecosts(VC)TotalFixedCosts(TFC)Price(P)TheBreak-evenFormula:B–804.2.3BreakevenAnalysisBB–81ExhibitB–10 BreakevenAnalysisPhotocopyingserviceshop$0.1perphotocopy$0.04percopyvariablecost$27,000fixedcost450Thousandcopiesor45thousandUSDP256B–81ExhibitB–10 BreakevenAnaB–824.2.4LinearProgramming

LinearProgrammingAtechniquethatseekstosolveresourceallocationproblemsusingtheproportionalrelationshipsbetweentwovariables.用兩種變量之間的比例關(guān)系來(lái)解決資源分配問(wèn)題的技術(shù)P257B–824.2.4LinearProgrammingLB–83ExhibitB–11 ProductionDataforCinnamon-ScentedProductsMaximumprofit=$10P+$18SP,isnumberofbagsofpotpourriproducedS,isthenumberofscentedcandlesproducedP2572P+4S≤12002P+2S≤900B–83ExhibitB–11 ProductionDaB–84ExhibitB–12

GraphicalSolutiontoLinearProgrammingProblemMax.AssemblyMax.ManufacturingMax.ManufacturingMax.AssemblyMax.Profits300*18=5400$450*10=4500$300*10+150*18=5700$P258略C：150scentedcandles300potpourribagsB–84ExhibitB–12

GraphicalSoB–854.3.ContemporaryPlanningTechniquesB–854.3.ContemporaryPlanningB–864.3.1ProjectManagement項(xiàng)目管理ProjectAone-time-onlysetofactivitiesthathasadefinitebeginningandendingpointtime.有明確的開(kāi)始和結(jié)束時(shí)間的一次性一組活動(dòng)。ProjectManagementThetaskofgettingaproject’sactivitiesdoneontime,withinbudget,andaccordingtospecifications.DefineprojectgoalsIdentifyallrequiredactivities,materials,andlaborDeterminethesequenceofcompletionB–864.3.1ProjectManagement項(xiàng)B–87ExhibitB–13 ProjectPlanningProcessSource:BasedonR.S.RussellandB.W.TaylorIII,ProductionandOperationsManagement(UpperSaddleRiver,NJ:PrenticeHall,1995),p.287.P259B–87ExhibitB–13 ProjectPlannB–884.3.2ScenarioPlanning腳本規(guī)劃Scenario（腳本）Aconsistentviewofwhatthefutureislikelytobe.ScenarioPlanning（腳本計(jì)劃）Anattemptnottrytopredictthefuturebuttoreduceuncertaintybyplayingoutpotentialsituationsunderdifferentspecifiedconditions.ContingencyPlanning(情形預(yù)案）Developingscenariosthatallowmanagersdetermineinadvancewhattheiractionsshouldbeshouldaconsideredeventactuallyoccur.B–884.3.2ScenarioPlanning腳B–89ExhibitB–14 PreparingforUnexpectedEventsIdentifypotentialunexpectedevents.Determineifanyoftheseeventswouldhaveearlyindicators.Setupaninformationgatheringsystemtoidentifyearlyindicators.Haveappropriateresponses(plans)inplaceiftheseunexpectedeventsoccur.Source:S.Caudron,“FrontviewMirror,”BusinessFinance,December1999,pp.24–30.PB–89ExhibitB–14 PreparingforTimeManagement時(shí)間管理8–90時(shí)間管理的三個(gè)要點(diǎn)1.診斷你的時(shí)間使用情況2.建立時(shí)間管理系統(tǒng)3.提高時(shí)間管理技巧TimeManagement時(shí)間管理8–90時(shí)間管理的三1.時(shí)間診斷8–91Excel表記錄每天15分鐘至30分鐘的時(shí)間使用情況1.時(shí)間診斷8–91Excel表記錄每天15分鐘至30分鐘2.時(shí)間管理系統(tǒng)8–92時(shí)間系統(tǒng)的內(nèi)容Priorities重點(diǎn)優(yōu)先事項(xiàng)Objectives目標(biāo)Plans計(jì)劃Schedules日程安排2.時(shí)間管理系統(tǒng)8–92時(shí)間系統(tǒng)的內(nèi)容8–938–938–948–948–958–958–968–968–978–978–988–988–998–993.時(shí)間管理的技巧8–1003.時(shí)間管理的技巧8–1008–1018–101B–102LearningSummary

WhatTechniquesCanManagesUsetoAssesstheEnvironment?

Environmentalscanning:CompetitorintelligenceGlobalscanningForecastingQuantitativeandqualitativeforecastingMostaccuratewhenenvironmentisnotchangingrapidly,orepeopleareinvolvedintheprocess,rollingforecastsareused,morethanonetypeofforecastisused.Benchmarking:SearchingforthebestpracticesofothercompaniesthatleadtotheirsuperiorperformanceB–102LearningSummary

WhatTecB–103LearningSummaryWhatTechniquesCanManagersUsetoAllocateResources?BudgetSchedulingBreakevenanalysisLinearprogrammingB–103LearningSummaryWhatTechB–104Le