1、Chapter 3Foundations of Planning 2008 Prentice Hall,Inc.All rights reserved.32After reading this chapter,you will be able to:2008 Prentice Hall,Inc.All rights reserved.33After reading this chapter,you will be able to:2008 Prentice Hall,Inc.All rights reserved.34 2008 Prentice Hall,Inc.All rights res
2、erved.35 2008 Prentice Hall,Inc.All rights reserved.36 2008 Prentice Hall,Inc.All rights reserved.37 2008 Prentice Hall,Inc.All rights reserved.38BREADTH TIME FREQUENCY OF USE FRAME SPECIFICITY OF USEStrategicLong termDirectionalSingle useTacticalShort termSpecificStanding 2008 Prentice Hall,Inc.All
3、 rights reserved.39 2008 Prentice Hall,Inc.All rights reserved.310 2008 Prentice Hall,Inc.All rights reserved.311 2008 Prentice Hall,Inc.All rights reserved.312 2008 Prentice Hall,Inc.All rights reserved.313 2008 Prentice Hall,Inc.All rights reserved.314 2008 Prentice Hall,Inc.All rights reserved.31
4、5 2008 Prentice Hall,Inc.All rights reserved.316 2008 Prentice Hall,Inc.All rights reserved.317Goal SpecificityExplicit Performance PeriodCommon Elements in an MBO ProgramParticipative Decision MakingPerformance Feedback 2008 Prentice Hall,Inc.All rights reserved.318 2008 Prentice Hall,Inc.All right
5、s reserved.319Goal SpecificityParticipationIs There a Downside to MBO?Goal DifficultyTop Management 2008 Prentice Hall,Inc.All rights reserved.320 2008 Prentice Hall,Inc.All rights reserved.3211.Describe your companys background and purpose.2.Identify your short-and long-term objectives.3.Provide a
6、thorough market analysis.4.Describe your development and production emphasis.5.Describe how youll market your product or service.2008 Prentice Hall,Inc.All rights reserved.322 2008 Prentice Hall,Inc.All rights reserved.323 2008 Prentice Hall,Inc.All rights reserved.324SWOT analysisAnalysis of an org
7、anizations strengths,weaknesses,opportunities,and threats in order to identify a strategic niche that the organization can exploit 2008 Prentice Hall,Inc.All rights reserved.325 2008 Prentice Hall,Inc.All rights reserved.326GrowthCombinationStabilityGrand StrategiesRetrenchment 2008 Prentice Hall,In
8、c.All rights reserved.327Direct ExpansionAcquisitionStrategies for GrowthMerger 2008 Prentice Hall,Inc.All rights reserved.328Cost LeadershipFocusStrategies for Competitive AdvantageDifferentiation 2008 Prentice Hall,Inc.All rights reserved.329 2008 Prentice Hall,Inc.All rights reserved.330StrategyF
9、ormulationEvaluation Implementationand Execution 2008 Prentice Hall,Inc.All rights reserved.331 2008 Prentice Hall,Inc.All rights reserved.332 2008 Prentice Hall,Inc.All rights reserved.333Select the critical-to-quality characteristics.Define the required performance standards.Validate measurement s
10、ystem,methods,and procedures.Establish the current processes capability.Define upper and lower performance limits.Identify sources of variation.Screen potential causes of variation to identify the vital few variables needing control.Discover variation relationship for the vital variables.Establish o
11、perating tolerances on each of the vital variables.Validate the measurement systems ability to produce repeatable data.Determine the capability of the process to control the vital variables.Implement statistical process control on the vital variables.Source:Cited in D.Harold and F.J.Bartos,“Optimize
12、 Existing Processes to Achieve Six Sigma Capability,”reprinted from Control Engineering Practice,1998,p.87,with permission from Elsevier Science.2008 Prentice Hall,Inc.All rights reserved.334The UnexpectedThe IncongruousThe Process NeedIndustry and Market StructuresDemographicsChanges in PerceptionNew KnowledgeEnvironmental Sources of Entrepreneurial Opportunity
