计划与决策培训讲义.pptVIP

Prentice Hall, 2001 Chapter 1 第二章 计划与决策 本章内容 第一节 管理与决策 第二节 决策过程与影响因素 第三节 决策方法 第四节 计划的含义、作用与种类 第五节 计划工作的程序 第六节 计划的前提条件及其预测 决策的概念 所谓决策是指组织或个人为了实现某种目标而对未来一定时期内有关活动的方向、内容及方式的选择或调整过程。 群体决策的优缺点 更多信息 更多选项 可接受性 更具合法性 需要更长的决策时间 专家意见的控制 一致的压力 责任不清 德尔菲法 识别机会 计划工作的程序 计划的种类 战略计划和战术计划 长期计划和短期计划 指向性计划和具体计划 综合性计划和专业性计划 决定计划 有效性的因素 组织的规模 和管理层次 所经营业务的 产品寿命周期 环境的不确定性 第五节计划工作的程序 综合平衡五、编制并下达执行计划 分解目标，形成合理的目标结构 确定组织目标和实现目标的总体行动方案 收集资料，确定计划的基本前提条件 第六节计划的前提条件及其预测 定量的前提条件 和定性的前提条件 外部的前提条件 和内部的前提条件 可控的、 部分可控的和 不可控的前提条件 计 划 前 提 条 件 的 种 类 Research shows that, to some extent, decision making practices differ from country to country. Therefore, the cultural background of a manager will influence his or her decision making preferences: for example, group versus individual decisions, participative or autocratic decisions, and degree of acceptable risk. Decision making in Japan, for example, is much more group oriented than in the United States. The Japanese value conformity and cooperation. Before making decisions, Japanese CEOs gather large amounts of information, which is then used in consensus-forming group decisions called ringisei. Because employees in Japanese organizations have a high degree of job security, managerial decisions take a long-term perspective rather than focus on short-term profits as is often the practice in the United States. As managers deal with employees from diverse cultures, they must recognize what is common and accepted behavior when asking them to make decisions. Managers who accommodate the diversity in decision-making practices and philosophies can expect a high payoff as they capture the perspectives and strengths that a diverse workforce offers. Without some stress, people would have no energy. Accordingly, stress reduction programs should target the dysfunctional aspects of stress. One way to reduce stress is to make sure that employees are properly matched to their jobs and that they know the extent of