《管理学原理》英语教学课件-The Foundations of Planning.pptVIP

郭志文 2001 Copyright CHAPTER 3 The Foundations of Planning Learning Objectives-1 Define planning Explain the potential benefits of planning Identify the potential drawbacks of planning Compare strategic and tactical plans Compare directional and specific plans Learning Objectives-2 Discuss Management by Objectives Outline the strategic management process Describe the four grand strategies Explain SWOT analysis Learn how entrepreneurs and bureaucratic managers approach strategy Does Planning Improve Performance? Financial results Quality and implementation Environmental constraints The Downside of Objectives Identifying Opportunities Comparing Entrepreneurs and Traditional Managers The short-term covers less than one year, the intermediate-term covers one to five years, and the long-term is five years or more. The commitment concept is relevant to classifying plans because the more current plans affect future commitments, the longer the time frame for which managers must plan. The length of the planning horizon increases up the management hierarchy and decisions of top management imply greater commitments of resources than decisions of lower managers. With respect to the degree of variability, the greater the uncertainty, the more plans should be of the short-term variety. This is so because shorter-term plans allow for better accommodation of change by providing more flexibility. It appears intuitively correct that specific plans are always preferable to directional, or loosely guided plans. Specific plans have clearly defined objectives and leave no room for misinterpretation. However, specific plans are not without drawbacks. They require a clarify and predictability that often does not exist. When uncertainty is high and flexibility is needed, directional plans are preferable. Since directional plans identify general guidelines, they provide focus but do not lock managers into specific objectives or courses of action. Some plans are meant to be used only o