管理学教学课件（张学志）chapter 08.pptVIP

* * * * * * * * * * * * * * * * * * 裕隆集团的目标管理和集团奖励 吴舜文的这种严格的“目标管理”和“集团激励”等高福利政策，吸引了人才，留住了人才。员工们热爱自己的企业，热爱自己的工作，都以自己能成为裕隆的一员而骄傲。一次，某企业想挖墙脚，在“台元”纺织厂门前贴了一张大红广告，上面醒目地写着“高薪征求熟练女工”，但上下班的女工们都不屑一顾，无一人因其充满诱惑性的条件而要离开裕隆。 Exhibit 8-4:Well-Written Goals Steps in Goal Setting Review the organization’s mission statement. Do goals reflect the mission? Evaluate available resources. Are resources sufficient to accomplish the mission? Determine goals individually or with others. Are goals specific, measurable, and timely? Steps in Goal Setting Write down the goals and communicate them. Is everybody on the same page? Review results and whether goals are being met. What changes are needed in mission, resources, or goals? Contingency Factors in Planning Manager’s level in the organization Strategic plans at higher levels Operational plans at lower levels Degree of environmental uncertainty Stable environment: specific plans Dynamic environment: specific but flexible plans Contingency Factors in Planning Length of future commitments Commitment Concept: Current plans affecting future commitments must be sufficiently long-term in order to meet those commitments. Exhibit 8-5:Planning in the Hierarchy Organizations Approaches to Planning Establishing a formal planning department Create a group of planning specialists that help managers write organizational plans. Planning is a function of management; it should never become the sole responsibility of planners. Approaches to Planning Involving organizational members in the process Plans are developed by members of organizational units at various levels and then coordinated with other units across the organization. Criticisms of Planning Planning may create rigidity. Plans cannot be developed for dynamic environments. Formal plans cannot replace intuition and creativity. Criticisms of Planning Planning focuses managers’ attention on today’s competition—not tomorrow’s survival. Formal planning reinforces today’s success, which may lead t