《管理学教学》chapter7课件.ppt

1、Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall71Management Stephen P.Robbins Mary Coulter tenth editionTo establish a clear and proper goal is the precondition for scientific management and the foundation of all workImportance of goalGoal -the criteria for decision makingGood goals

2、 can motivate employeesGoal the foundation for coordinating the relationship between positions and departmentsGoal attainment is the standard for measuring workGoal the guidance for action of all work10%Clear and short term goal3%Clear and long term goal27%No goals60%Vague goalsIn 19703%Successful i

3、n different fields10%Continuously realize their short term goals,professionals in all walks of life60%Middle and low level with stable work and life,with no outstanding success27%Miserable life,lots of complaints about the society and other peopleIn 1995Copyright 2010 Pearson Education,Inc.Publishin

4、g as Prentice Hall75Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall76I often have great objectives,why cannot they be realized?According to management theories,if there is no good planning and implementation,objectives will not be realizedCopyright 2010 Pearson Education,Inc.Publish

5、ing as Prentice Hall78Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall79ElementsPreconditionObjectivesGoalsStrategiesDutiesTime scheduleExtentBudgetMeasures for contingencyContentPrediction，assumption，conditionsFinal results，work requirementsReasons，significanceBasic methods，main tac

6、ticsPersonnel，bonus and punishment policiesStarting and finishing time work scheduleOrganization level and geographic scopeExpenses，costPlan for the worst situationUnder what situation is plan effectiveWhat should be doneWhyHowWhoWhenWhere，what departmentshow much resourcesIn case of。Planning is pre

7、diction，arrangement，and adaptive coping with future activityCopyright 2010 Pearson Education,Inc.Publishing as Prentice Hall711Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall713Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall714Copyright 2010 Pearson Education,Inc.Pu

8、blishing as Prentice Hall715Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall716Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall717Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall718Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall7193.Ty

9、pes of Plans time frame3.Types of Plans time frame Prentice Hall,2002Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall721Defining objectives or tasksIdentifying preconditions and limiting conditions for planningFormulating strategies and action planAllocate personnel and define respon

10、sibilitiesFormulate work schedule Reasonably allocate resourcesFormulating adaptive measuresPlan making processHow to allocate resourcesHow to assign dutiesHow to determine work schedule分分配配资资源源Plan making process明明确确 任任 务务 或或 目目 标标 制制 订订 战战 略略 方方 案案 明明确确 计计 划划 前前 提提 条条 件件 落实人选明确责任落实人选明确责任制订进度表制订进度表

11、制制 订订 应应 变变 措措 施施 计划草案计划草案如何确定进度？如何合理配置资源？如何落实责任？Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall724A2B134567426D8EF4G10H41）Program Evaluation and Review Techniques（网络计划技术）箭线C节点关键路线4网络图由箭线、节点、虚箭线和路线组成2）Gantt Chart（甘特图）进度计划实际ABCD活动T时刻2008年2009年2010年具体较粗粗2010年2011年2012年具体较粗粗2009年2010年2

12、011年具体较粗粗2007年2008年2009年具体较粗粗3）Rolling Plan Technique（滚动计划法滚动计划法）环境的变化环境的变化环境的变化滚动计划法（Rolling plan technique）：将短期计划、中期计划和长期计划有机地结合Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall728Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall729Copyright 2010 Pearson Education,Inc

13、.Publishing as Prentice Hall730Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall731Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall732Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall733Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall734C

14、opyright 2010 Pearson Education,Inc.Publishing as Prentice Hall735Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall736Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall737We need to improve the companys performance 我们需要改进公司的绩效I want to see a significant improvement in th

15、is divisions profits我希望看到事业部利润的显著增长Increase profit regardless of means增加利润，不管用什么方法Dont worry about quality;just work fast不必耽心质量，只管快干Top management objectives最高管理者的目标Division managers objectives 事业部经理的目标Department managers objective部门管理者的目标Individual Employees objective雇员个人的目标Overall organizational o

16、bjectivesDivisional objectivesDepartmental objectivesIndividual objectives组织中心型、个人中心型、成果中心型组织中心型、个人中心型、成果中心型Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall740Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall741Copyright 2010 Pearson Education,Inc.Publishing as Prentic

17、e Hall7431.The organizations overall objectives and strategies are formulated.制定组织的全局目标和战略制定组织的全局目标和战略2.Major objectives are allocated among divisional and departmental units.在事业部与功能部门之间分解目标在事业部与功能部门之间分解目标3.Unit managers collaboratively set specific objectives for their units with their managers.部门管

18、理者与其下属单位的管理者共同制部门管理者与其下属单位的管理者共同制定他们的具体目标定他们的具体目标4.Specific objectives are collaboratively set with all department members.单位管理者与该单位全体成员共同设定每个人的具体目标单位管理者与该单位全体成员共同设定每个人的具体目标Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall7445.Action plans,defining how objectives are to be achieved,ar

19、e specified and agreed upon by managers and employees.在管理者与雇员之间就如何实现目标的具体行动计划达成协议在管理者与雇员之间就如何实现目标的具体行动计划达成协议6.The action plans are implemented.实施行动计划实施行动计划7.Progress toward objectives is periodically reviewed,and feedback is provided.定期检查实现目标的进展情况，并提供反馈定期检查实现目标的进展情况，并提供反馈8.Successful achievement of objectives is reinforced by performance-based rewards目标的成功实现得到基于绩效的奖励的强化目标的成功实现得到基于绩效的奖励的强化Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall745Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall747