1、PowerPoint Presentation by Charlie CookThe University of West AlabamaC H A P T E R3Part II:PlanningFundamentals of ManagementSixth EditionRobbins and DeCenzowith contributions from Henry Moon 2008 Prentice Hall,Inc.All rights reserved.2008 Prentice Hall,Inc.All rights reserved.32L E A R N I N G O U
2、T C O M E SAfter reading this chapter,you will be able to:2008 Prentice Hall,Inc.All rights reserved.33L E A R N I N G O U T C O M E S (contd)After reading this chapter,you will be able to:2008 Prentice Hall,Inc.All rights reserved.34Formal Planning正式计划Informal 非正式计划 2008 Prentice Hall,Inc.All right
3、s reserved.35EXHIBIT 31Reasons for Planning为什么计划？为什么计划？由于环境的变化管理者从事计划工作，是为了：最小化浪费和冗余减少变化的影响提供指导（方向）制定标准便于控制 2008 Prentice Hall,Inc.All rights reserved.36 2008 Prentice Hall,Inc.All rights reserved.37 2008 Prentice Hall,Inc.All rights reserved.38EXHIBIT 32Types of Plans计划类型计划类型BREADTH TIME FREQUENCY
4、OF USE深度范围深度范围 FRAME时期时期 SPECIFICITY特定性特定性 OF USE 使用频数使用频数Strategic战略战略Long term长期长期Directional指导性指导性Single use一次性一次性Tactical战术战术Short term短期短期Specific具体性具体性Standing经常性经常性 2008 Prentice Hall,Inc.All rights reserved.39 2008 Prentice Hall,Inc.All rights reserved.310 2008 Prentice Hall,Inc.All rights r
5、eserved.311 2008 Prentice Hall,Inc.All rights reserved.312EXHIBIT 33Directional Versus Specific Plans指导性与专项计划指导性与专项计划指导性计划指导性计划专项计划专项计划 2008 Prentice Hall,Inc.All rights reserved.313专项与指导性计划专项与指导性计划专项计划专项计划指导性计划指导性计划 2008 Prentice Hall,Inc.All rights reserved.314 2008 Prentice Hall,Inc.All rights re
6、served.315 2008 Prentice Hall,Inc.All rights reserved.316EXHIBIT 34Cascading of Objectives目标的层级目标的层级组织的整体目标分公司的目标部门的目标个人的目标 2008 Prentice Hall,Inc.All rights reserved.317Goal SpecificityExplicit Performance PeriodCommon Elements in an MBO ProgramParticipative Decision MakingPerformance Feedback目标的特定
7、性参与式决策明确的期限绩效反馈 2008 Prentice Hall,Inc.All rights reserved.318 2008 Prentice Hall,Inc.All rights reserved.319Goal SpecificityParticipationIs There a Downside to MBO?Goal DifficultyTop Management 2008 Prentice Hall,Inc.All rights reserved.320EXHIBIT 35The Strategic Management Process战略管理过程战略管理过程战略管理过
8、程战略管理过程确认组织当前的使命目标和战略分析环境识别机会与危险分析组织的资源 识别优势与劣势SWOT外部分析内部分析重新评估组织的使命目标和战略制定战略应用战略评估结果 2008 Prentice Hall,Inc.All rights reserved.3211.Describe your companys background and purpose.描述你公司的背景和目标2.Identify your short-and long-term objectives.明确你的短期和长期目标3.Provide a thorough market analysis.详尽的市场分析4.Descr
9、ibe your development and production emphasis描述你发展与生产的重点.5.Describe how youll market your product or service.描述你将怎样把产品或服务推向市场6.建立财务变动表7.提供一个对组织及其管理团队的整体描述8.描述公司的法律形式9.描述如何应对重大风险和偶然性事件10.综合形成 2008 Prentice Hall,Inc.All rights reserved.322 2008 Prentice Hall,Inc.All rights reserved.323 2008 Prentice Ha
10、ll,Inc.All rights reserved.324EXHIBIT 36SWOT:Identifying Organizational Opportunities寻找机会寻找机会SWOT analysisAnalysis of an organizations strengths,weaknesses,opportunities,and threats in order to identify a strategic niche that the organization can exploit组织资源环境中的机会组织的机会综合分析组织的优势劣势机会与威胁，以识别组织可以开拓的战略细分
11、市场 2008 Prentice Hall,Inc.All rights reserved.325 2008 Prentice Hall,Inc.All rights reserved.326GrowthCombinationStabilityGrand StrategiesRetrenchment主要战略成长战略维持战略收缩战略混合战略 2008 Prentice Hall,Inc.All rights reserved.327Direct ExpansionAcquisitionStrategies for GrowthMerger 2008 Prentice Hall,Inc.All r
12、ights reserved.328Cost LeadershipFocusStrategies for CompetitiveAdvantageDifferentiation 2008 Prentice Hall,Inc.All rights reserved.329 2008 Prentice Hall,Inc.All rights reserved.330 2008 Prentice Hall,Inc.All rights reserved.331Source:Based on M.E.Porter,Competitive Strategy:Techniques for Analyzin
13、g Industries and Competitors(New York:The Free Press,1980).New entrantsSuppliersBuyersAlternativesCompetitors 2008 Prentice Hall,Inc.All rights reserved.332StrategyFormulationEvaluation Implementationand Execution 2008 Prentice Hall,Inc.All rights reserved.333 2008 Prentice Hall,Inc.All rights reser
14、ved.334 2008 Prentice Hall,Inc.All rights reserved.335EXHIBIT 37Six Sigma 12-Process StepsSelect the critical-to-quality characteristics挑选关键的品质特性.Define the required performance standards设定合符要求的绩效标准.Validate measurement system,methods,and procedures建立有效的测量体系方法以及程序.Establish the current processes cap
15、ability建立现时的加工能力.Define upper and lower performance limits设定绩效的上下限.Identify sources of variation识别差异的来源.Screen potential causes of variation to identify the vital few variables needing control挑选出导致变异的潜在原因，识别那些重要的需要控制的变量.Discover variation relationship for the vital variables发现关键变量与差异的关系.Establish op
16、erating tolerances on each of the vital variables建立作业误差范围.Validate the measurement systems ability to produce repeatable data建立测量体系.Determine the capability of the process to control the vital variables确定程序控制关键变量的能力.Implement statistical process control on the vital variables对关键变量应用统计程序控制.Source:Cit
17、ed in D.Harold and F.J.Bartos,“Optimize 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.336The UnexpectedThe IncongruousThe Process NeedIndustry and Market StructuresDemographicsChanges in PerceptionNew KnowledgeEnvironmental Sources of Entrepreneurial Opportunity意外事件不协调之事过程中的需求产业与市场结构认知变化新知识创业与环境机会
