daft11e ppt ch07
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Chapter 7
Managerial Planning and Goal Setting
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Planning is Fundamental
All of the other management functions stem from planning
How do you plan for an undefined future?
No plan is perfect
Without plans and goals, organizations flounder
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Goals and Plans
A goal is a desired future state that the organization attempts to
realize
A plan is a blueprint for goal achievement and specifies the necessary
resource allocations, schedules, tasks, and
other actions
PLANNING
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7.1 - Levels of Goals and Plans
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7.2 - The Organizational Planning Process
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Goal-Setting in Organizations
Organizational mission – the organization’s reason for existence
Strategic goals – official goals, broad statements describing the organization’s future
Strategic plans – define the action steps the company will take
Goals should be aligned using a strategy map
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7.4 - A Strategy Map for Aligning Goals
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Operational Planning
Direct employees and resources
Guide toward efficient and effective performance
Includes planning approaches:Management-by-Objectives (MBO)Single-Use PlansStanding Plans
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7.5 - Characteristics of Effective Goal Setting
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7.6 - Model of the MBO Process
Defined in 1954 by Peter Drucker Method for defining goals and monitoring
performance
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7.7 - MBO Benefits
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Single-Use and Standing Plans
Single-Use PlansAchieve one-time goalsPrograms and projects
Standing PlansOngoing plansPolicies, rules, procedures
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Types of Single-Use and Standing Plans
Single-Use PlansProgram: building new headquarters,
converting paper files to digitalProject: renovating the office, setting up a
new company intranet
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Types of Single-Use and Standing Plans
Standing PlansPolicy: Sexual harassment policies,
Internet and social media policiesRule: No eating rule in areas of company
where employees are visible to publicProcedure: Procedures for issuing
refunds, Procedures for handling employee grievances
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Benefits and Limitations of Planning
• Goals and plans provide a source of motivation and commitment
• Goals and plans guide resource allocation
• Goals and plans are a guide to action
• Goals and plans set a standard of performance
• Goals and plans can create a false sense of certainty
• Goals and plans may cause rigidity in a turbulent environment
• Goals and plans can get in the way of intuition and creativity
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Planning for a Turbulent Environment
Contingency Planning Planning for emergencies, setbacks, or
unexpected conditions Building Scenarios
A forecasting technique to look at current trends and discontinuities and visualize future possibilities
Crisis PlanningUnexpected events that are sudden and
devastating
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7.9 - Essential Stages of Crisis Planning
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Set Stretch Goals for Excellence
Stretch goals are highly ambitious Clear, compelling, and imaginative Require innovation Goals must be seen as achievable Like Big Hairy Audacious Goal (BHAG)
from 1996 article on “Building Your Company’s Vision”
As times move faster and become more turbulent, these are important