管理学第3章摘要.pptVIP

2006-5-28 管理学 主讲人：贺小海 第三章 计划 引言 概述 目标管理 战略管理 决策 一、引言 “夫未战而庙算胜者，得算多也；未战而庙算不胜者，得算少也。多算胜少算，而况于无算乎!吾以此观之，胜负见矣”；“凡事预则立，不预则废”；“运筹帷幄之中，决胜千里之外”。 “计划没有变化快”；“具体问题具体分析”；“随机应变”。 问题：Is planning worthwhile? How do managers plan? We can identify at least four reasons why managers need to plan. First, planning provides direction to managers and nonmanagers alike. Next, planning reduces uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate response. In addition, planning minimizes waste and redundancy. Finally, planning establishes the goals or standards used in controlling. Planning is associated with positive financial results. 二、概述 计划Planning: Defining organization’s goals, establishing overall strategy, and developing plans. Planning can either be formal or informal. Planning involves two important elements: goals and plans. Exhibit 8-4-P210 lists the characteristics of a “well-written” goal. Managers should follow five steps when setting goals: Review the organization’s mission or purpose, Evaluate available resources, Determine the goals individually or with input from others, Write down the goals and communicate them to all who need to know, Review results and whether goals are being met. Exhibit 8-1-P207 illustrates the types of plans. 计划编制方法：滚动计划法，网络计划法，预算方法（零基预算法、弹性预算法、滚动预算法）。 三、目标管理 传统目标设定Traditional goal setting (Top-down)：由组织的最高管理者设立总目标，然后分解成子目标并落实到组织的各个层次，即由上级给下级规定目标。Exhibit 8-2-P209 illustrates what can happen in the traditional goal setting. 目标管理Management by objectives (MBO): A process of setting mutually agreed-upon goals and using those goals to evaluate employee performance. Exhibit 8-3-P210 lists the steps in a typical MBO program. 目标管理特征：（1）参与管理（上下级共同确定目标）；（2）自我控制；（3）促使放权；（4）成果第一。MBO programs have four elements: goal specificity, participative decision making, an explicit time period, and performance feedback. 目标管理的不足：（1）强调短期目标；（2）目标设置困难；（3）无法权变。 四、战略管理 战略管理Strategic management: What manager