7作为决策者的管理者dsb.pptx

《7作为决策者的管理者dsb.pptx》由会员分享，可在线阅读，更多相关《7作为决策者的管理者dsb.pptx（35页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。

1、Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-1 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Ma

2、ry Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-2 定义定义计划的本质和目的划分划分组织可能具有的目标类型以及组织使用的方案比较比较目标设定和计划的各种方法讨论讨论当代的一些计划事项Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as

3、Prentice Hall8-3 什么是计划？计划：一种主要的管理活动，其中包括定义本组织的目标确定一个整体战略以实现这些目标制定各种方案以整合和协调工作活动Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-4 正式的计划正式的计划某个特定时间段内的具体目标目标是成文的，被组织成员共享

4、Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-5 管理者为何计划？计划的目标提供指导降低不确定性尽量减少浪费和冗余制定在进行控制时使用的标准Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Manage

5、ment,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-6 计划和绩效与正式计划有关的一些发现:更高的利润和资产回报率正面的财务绩效与计划的范围相比，计划的质量及实施往往更显著地影响绩效外部环境能够削弱计划对绩效的影响Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Ro

6、bbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-7 计划的构成要素目标个体、群体或整个组织希望获得的结果能够提供方向及绩效评估标准方案概述如何实现目标的文件描述如何配置资源和制定行动日程Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publ

7、ishing as Prentice Hall8-8 目标的类型财务目标：本组织希望实现的内部财务绩效战略目标：本组织希望在其外部环境中实现的绩效Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-9 Copyright 2012 Pearson Education,Inc.Publis

8、hing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-10 方案的类型战略方案战略方案确定本组织的总体目标设法定位本组织在所处环境中的位置涵盖较长的时间段业务方案业务方案具体阐述如何实现本组织的总体目标只涵盖较短的时间段Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,El

9、eventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-11 方案的类型长期方案长期方案时间长度超过3年的方案短期方案短期方案为期1年或更短时间的方案Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,

10、Inc.publishing as Prentice Hall8-12 方案的类型具体方案具体方案定义清晰、没有留下解读空间的方案指导方案指导方案只确定一般指导原则和提供重点但却留有自主实施权限的弹性方案Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-13 方案的类型一次性方案一次性

11、方案为满足某个特定情况的需要而特别设计的方案持续性方案持续性方案为反复进行的活动提供指导的方案Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-14 传统的目标设定组织的最高管理层设定宽泛的目标这些目标被分解为每个组织层级的子目标上层希望目标能够指挥、指导和约束下层随着各个层级的管理者

12、试图解读和定义自己所负责领域的目标，目标会走样并失去重点Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-15 图表8-2（205页）Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,

13、Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-16 手段-目的链各组织层级的目标是定义清晰的，从而构成一个一体化的目标网络在较低组织层级实现的目标是上面那个组织层级实现其目标的手段维持目标等级Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Co

14、ulter2012 Pearson Education,Inc.publishing as Prentice Hall8-17 员工和管理者共同制定具体的绩效目标定期评估迈向目标的进度根据目标实现程度来分配奖励目标管理Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-18 目标管理目标

15、管理的关键要素:具体的目标参与型决策明确的绩效评估日期绩效反馈Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-19 图表8-3（206页）Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Manageme

16、nt,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-20 目标管理是否有效？目标管理获得成功的原因最高管理层的认同和参与目标管理的潜在问题在要求不断重新设定目标的动态环境中，效果会被削弱过于强调个体成就可能会导致团队工作出现问题目标管理计划可能会成为每年一次的“纸上谈兵”Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleve

17、nth Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-21 图表8-4（206页）Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-22

18、设定目标的步骤1.回顾本组织的使命。所设定的目标是否体现了使命？2.评估可获得的资源。是否拥有足够的资源来实现目标？3.独自或者与其他人共同制定目标 目标是具体的、可测量的、具有明确的时间框架吗？Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-23 设定目标的步骤4.写下目标并把它们

19、传达给所有的必要人员 每个人都获得同样准确的信息吗？5.对结果进行评估以判断目标是否被实现 需要对使命、资源或者目标进行哪些调整？Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-24 计划时的权变因素管理者在组织中的级别高级管理者制定战略方案较低级别的管理者制定业务方案环境的不确定性

20、程度稳定的环境：具体方案动态的环境：具体但有弹性的方案Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-25 计划时的权变因素未来承诺的持续时间承诺概念：能够产生未来承诺的当前方案必须扩展到未来足够长远的期限，以兑现这些承诺。Copyright 2012 Pearson Educati

21、on,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-26 图表8-5（208页）Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pea

22、rson Education,Inc.publishing as Prentice Hall8-27 计划的方法设置一个正式的计划部门由一群专业的计划人员来帮助管理者撰写组织方案计划是管理职能之一；它永远不应当成为规划者承担的唯一职责。Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-

23、28 计划的方法让组织成员们参与该过程方案由不同组织层级、不同工作部门中的组织成员共同制定和协调Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-29 对计划的批评计划可能会导致僵硬无法为动态的环境制定方案正式的计划无法代替直觉和创造力Copyright 2012 Pearson Ed

24、ucation,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-30 对计划的批评计划使得管理者关注于今天的竞争而不是明天的存活正式的计划强化今天的成功，可能会导致明天的失败只有计划是不够的Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Elev

25、enth Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-31 在动态的环境中进行计划制定具体但有弹性的方案知道计划是一个持续推进的过程在条件发生改变时对方案进行相应的调整Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Ed

26、ucation,Inc.publishing as Prentice Hall8-32 在动态的环境中进行计划坚持不懈地进行计划最终会带来回报使组织层级结构更加扁平化，以帮助培养各个组织层级的计划能力Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-33 需要掌握的术语计划目标方案陈述

27、目标真实目标战略方案业务方案长期方案短期方案具体方案指导方案一次性方案持续性方案传统的目标设定手段-目的链目标管理使命承诺概念正式的计划部门Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-34 作业技能练习：技能练习：自己然后小组使用单词brainstorm中的字母拼写出多少个单词？（p196）决策步骤练习：决策步骤练习：根据学习的决策步骤，做出一个自己购买笔记本电脑的决策过程Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall8-35 演讲完毕，谢谢观看！