Why Do Managers Plan? 为什么管理者要制定计划 ·Purposes of Planning计划的目的 >Provides direction 。提供方向 >Reduces uncertainty降低不确定性 >Minimizes waste and redundancy减少重复和浪费 >Sets the standards for controlling 设定控制的标准 2007 Prentice Hall,Inc.All rights reserved. 7
© 2007 Prentice Hall, Inc. All rights reserved. 7–6 Why Do Managers Plan? 为什么管理者要制定计划 • Purposes of Planning 计划的目的 ➢Provides direction 提供方向 ➢Reduces uncertainty 降低不确定性 ➢ Minimizes waste and redundancy 减少重复和浪费 ➢Sets the standards for controlling 设定控制的标准
Planning and Performance计划和绩效 The Relationship Between Planning And Performancei 划与绩效间的关系 Formal planning is associated with: >正式的计划工作可以带来： Higher profits and returns on assets.较高的收益与资产回报率 冬Positive financial results.积极的财务结果 The quality of planning and implementation affects performance more than the extent of planning. 计划工作的质量以及实现计划的适当措施，通常比计划工作的范 自对绩效的资厭更 The external environment can reduce the impact of planning on performance, >外部环境会削弱计划工作对组织绩效的影响 Formal planning must be used for several years before planning begins to affect performance. >正式的计划工作对组织绩效开始产生影响需要几年的适应时间。 2007 Prentice Hall,Inc.All rights reserved. 7-7
© 2007 Prentice Hall, Inc. All rights reserved. 7–7 Planning and Performance 计划和绩效 • The Relationship Between Planning And Performance 计 划与绩效间的关系 ➢ Formal planning is associated with: ➢ 正式的计划工作可以带来： ❖ Higher profits and returns on assets. 较高的收益与资产回报率 ❖ Positive financial results. 积极的财务结果 ➢ The quality of planning and implementation affects performance more than the extent of planning. ➢ 计划工作的质量以及实现计划的适当措施，通常比计划工作的范 围对绩效的贡献更大 ➢ The external environment can reduce the impact of planning on performance, ➢ 外部环境会削弱计划工作对组织绩效的影响 ➢ Formal planning must be used for several years before planning begins to affect performance. ➢ 正式的计划工作对组织绩效开始产生影响需要几年的适应时间
How Do Managers Plan?管理者如何制定计划 ·Elements of Planning计划工作的组成要素 >Goals(also Objectives)目标（也称为目的） Desired outcomes for individuals,groups,or entire organizations ÷是个体、群体和整个组织期望的产出。 Provide direction and evaluation performance criteria 。提供决策方向，构成衡量标准 >Plans计划 Documents that outline how goals are to be accomplished 。描述了需要完成的大概目标 Describe how resources are to be allocated and establish activity schedules 。描述资源的分配、设定行动进度。 2007 Prentice Hall,Inc.All rights reserved. 7-8
© 2007 Prentice Hall, Inc. All rights reserved. 7–8 How Do Managers Plan? 管理者如何制定计划 • Elements of Planning 计划工作的组成要素 ➢ Goals (also Objectives) 目标（也称为目的） ❖ Desired outcomes for individuals, groups, or entire organizations ❖ 是个体、群体和整个组织期望的产出。 ❖ Provide direction and evaluation performance criteria ❖ 提供决策方向，构成衡量标准 ➢ Plans 计划 ❖ Documents that outline how goals are to be accomplished ❖ 描述了需要完成的大概目标 ❖ Describe how resources are to be allocated and establish activity schedules ❖ 描述资源的分配、设定行动进度
Types of Goals 目的类型 ·Financial Goals财务目标 >Are related to the expected internal financial performance of the organization. >与组织的预期内部财务绩效相联系 ·Strategic Goals战略目标 >Are related to the performance of the firm relative to factors in its external environment(e.g.,competitors). >与外部环境中组织其他相关联领域的绩效相联系（如：竞争对手） ·Stated Goals versus Real Goals陈述目标和真实目标 Broadly-worded official statements of the organization (intended for public consumption)that may be irrelevant to its real goals (what actually goes on in the organization). >组织的官方正式的声明（适合于公众的）与组织的真实目标也许 是不一致的（组织实际设定的目标） 2007 Prentice Hall,Inc.All rights reserved. 7-9
© 2007 Prentice Hall, Inc. All rights reserved. 7–9 Types of Goals 目的类型 • Financial Goals 财务目标 ➢ Are related to the expected internal financial performance of the organization. ➢ 与组织的预期内部财务绩效相联系 • Strategic Goals 战略目标 ➢ Are related to the performance of the firm relative to factors in its external environment (e.g., competitors). ➢ 与外部环境中组织其他相关联领域的绩效相联系（如：竞争对手） • Stated Goals versus Real Goals 陈述目标和真实目标 ➢ Broadly-worded official statements of the organization (intended for public consumption) that may be irrelevant to its real goals (what actually goes on in the organization). ➢ 组织的官方正式的声明（适合于公众的）与组织的真实目标也许 是不一致的（组织实际设定的目标）
Exhibit 7-1 Stated Goals of Large Global Companies 图表7一1全球大公司的陈述目标 Execute strategic roadmap- Control inventory. “Plan to Win.” 控制存货 执行战略规划一赢的计划 Maintain industry's lowest Grow the business profitably. inventory shrinkage rate. 增长有利可图的业务 保持工业最低的存货收缩率 Identify and develop diverse Open 25-30 new locations in talent. fiscal 2006 识别和发展多样化的人才 在2006年增开25一30家新店面 Promote balanced,active Live by the code of ethics every lifestyles. day. 提倡均衡的、积极的生活方式 每天都遵守道德标准 (McDonald's Corporation) (Costco) (麦当劳) (好事多) Source:Information from companys AnnualReports,2004-2005. 2007 Prentice Hall,Inc.All rights reserved. 7-10
© 2007 Prentice Hall, Inc. All rights reserved. 7–10 Exhibit 7–1 Stated Goals of Large Global Companies 图表7—1 全球大公司的陈述目标 Execute strategic roadmap— “Plan to Win.” 执行战略规划—嬴的计划 Grow the business profitably. 增长有利可图的业务 Identify and develop diverse talent. 识别和发展多样化的人才 Promote balanced, active lifestyles. 提倡均衡的、积极的生活方式 (McDonald’s Corporation) （麦当劳） Control inventory. 控制存货 Maintain industry’s lowest inventory shrinkage rate. 保持工业最低的存货收缩率 Open 25–30 new locations in fiscal 2006. 在2006年增开25—30家新店面 Live by the code of ethics every day. 每天都遵守道德标准 (Costco) （好事多） Source: Information from company’s Annual Reports, 2004–2005