chapter 3 planning and goal setting. 2 supervision today! 6 th edition robbins, decenzo, wolter ©...
TRANSCRIPT
Chapter 3
Planning and Goal Setting
2Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Chapter outcomes Define productivity. Describe how plans should link from the top to the
bottom of the organization. Identify what is meant by the terms benchmarking,
ISO 9000 series, and six sigma. Contrast policies and rules. Describe the Gantt chart. Explain the information needed to create a PERT
chart. Describe the four ingredients common to goal-
setting programs. Define entrepreneurship and explain how it affects
supervision.
3Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Planning defined
Formal planning—specific goals are formulated, committed to writing, and made available to organizational members.
Informal planning—Planned in the head, but not written down. There is little or no sharing of these plans with others.
4Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Productivity
Productivity =
Output /
Labor + Capital + Materials
5Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 3–1Industries in which the United States is a major producer in the world market.
6Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Types of plans
Strategic planning Tactical planning Short-term plan Intermediate-term plan Long-term plan Standing plan Single-use plan
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© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Continuous-improvement programs
Benchmarking ISO 9000 Series Six Sigma
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© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 3–3Six sigma—twelve process steps.
9Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Standing plans A plan that can be used over and over again by
managers faced with recurring activities Policies Procedure Rule
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© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Single-use plan Plan designed for a specific activity or time period
Programs Budgets Schedules
Examples Exhibit 3–4 budget Exhibit 3–5 schedule
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© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 3–4Department expense budget.
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© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 3–5A sample Gantt chart.
13Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Developing a PERT chart
Identify every significant activity that must be achieved for a project to be completed.
Determine the order in which these events must be completed.
Diagram the flow of activities from start to finish Compute a time estimate. Determine a start and finish date for each activity
and the entire project.
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© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 3–7PERT chart for the furnace modernization project.
15Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 3-8What may happen in traditional objective setting.
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© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Goal setting
A process where employees jointly determine specific performance goals with their supervisors.
Key to effectiveness Goal specificity Participation Time limits Performance feedback
I Dreamed a Dream
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© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 3–9Comparison of entrepreneurs and traditional supervisors.