人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_05.docx

CHAPTER5FOUNDATIONSOFP1.ANNING1.EARNINGOUTCOMES/Mterreadingthischapter,studentsshouldbeableto:5-1.DiscussthenatureandPUlposeSofplanning.5-2.ExplainwhatmanagersdointheSlrategicmanagementPr(KrCS$.5-3.Compareandcontrastapproachestogoalsellingandplanning.5-4.Discusscontcmporarjissuesinplanning.ManagementMythMYTH:Planningisawasteoftimebecausenoonecanpredictthefuture.TRUTH:Nomatterhowwellyouplan,there,salwaystheunexpected.Flexibleplanningthatincliesmultiplescenarioscanpreparemanagersforavarietyofsituations.SUMMRYOrganizationsmustdevelopgoals,plans,andstrategicsforhowbesttoachievetheirpuosc.However,sometimesafterevaluatingtheoutcomesofthoseplansandstrategics,managershavetochangedirectionasconditionschange.TUHChinRTips:Studentsshouldbeencouragedtothinkabouttheadvantageoflong-termplanningforcompanies. Howdoorganizationsplaninenvironmentswheretechnologyisconstantlychanging? Havestudentsthinkofsomeinnovationsthatwerehotonedayandthendisappearedthenext.Whydidtheseinnovationsnotsucceedinthelong-term?VVHATISP1.ANNINGANDWHYDOMANAGERSNEEDTOP1.AN?A. Introduction1. PlanningisthePrimarymanagc11wntfunction,settingthebasisfortheotherfunctions.2. Itencompassesdefiningtheorganizationobjectivesorgoals,establishinganoverallstrategy,anddevelopingaCOmPrChCnSiVChierarchyofplanstointegrateandcoordinate.a)Itisconcernedwithends(whatistobedone)andwithmeans(howitistobedone).3. Planningcanbefurtherdefinedintermsofwhetheritisinformalorfo11nal.a) IninR)11alplanningverj,Iitlle,ifanything,iswritlendown.b) Informalplanning,specificobjectivesarewrittendownandmadeavailabletoorganizationmembers.B. WhyShouldManagersFormallyPlan?1. Managersshouldengageinplanningforatleastfourreasons.(SeeExhibit5-1).a) Planningestablishescoordinatedeffort.1) Understandingwheretheorganizationisgoingandwhatmustbecontributedtoreachtheobjectives,helpsmembersocoordinatetheiractivitiesandfostersteamwork.2) Alackofplanningcancausevariousorganizationalmembersor(heirunitsIoworkagainstoneanother.b) Planningreducesuncertainty.1) Itclarifiestheconsequencesofactions.2) Itispreciselywhatisneededwhenmanaginginachaoticenvironment.c) Planningalsoreducesoverlappingandwastefulactivities.1) Whenmeansandendsareclear,inefficienciesbecomeobvious.d) Finally,planningestablishesobjectivesorstandardsIhatTacililatccontrol.1) Wiihoulplanning,therearenogoalsagainstwhichiomeasureorevaluateworkefforts.C. WhatAreSomeCriticismsofFormalPlanningandHowShouldManagersRespond?1. Crificism:PlanningmayCrCatCrigidity.a) Formalplanningeffortslockanorganizationintospecificgoalsandspecifictimetables.b) Theassumptionmaybethattheenvironmentwon,tchangeduringthetimeperiodtheobjectivescover.1) Forcingacourseofactionwhentheenvironmentisfluidcanbearecipefordisaster.2. Managers'Response:Managersneedtoremainflexibleandnotbetiedtoacourseofactionsimplybecauseitistheplan.3. Criticism:Eomialplanscan,treplaceintuitionandcreativity.a) Visionshaveatendencyobecomefornvalizedasheyevolve.b) Formalplanningeffortstypicallyfollowaneth<iologythatreduces(hevisionloaprogrammedroutine.4. Managers,Response:Planningshouldenhanceandsupportintuitionandcreativity,notreplaceit.5. Criticism:Planningfocusesmanagers'attentionontoday'scompetition,notontomorrow,ssu11fival.a) Formalplanningtendstofocusonhowtobestcapitalizeonexistingbusinessopportunitieswithintheindustry.b) Itoftendoesnotallowformanagerstoconsidercreatingorreinventingtheindustry.6. Managers'Response:Wtienmanagersplan,theyshouldbeopenIoforgingintounchartedwalersifthereareunlappedopportunities.7. Criticism:Formalplanningreinforcessuccess,whichmayleadtofailure.a) Successmay,infact,breedfailureinanuncertainenvironment.b) Itishardtochangeordiscardsuccessfulplans.c) Successfulplansmayprovideafalsesenseofsecuriiy.8. Managers'Response:Managersmayneedtofacetha(unknownandbeopentodoingthingsinnewwaystobeevenmoresuccessful.D. DoesFormalPlanningImproveOrganizationalPerformance?1. Contrarytothecritics,theevidencegenerallysupportshavingfo11nalplans.2. However,organizationsthatformallyplandonotalwaysOUtPCrfOrnlthosethatdon*t.3. Conclusionsfromstudiesoftherelationshipbetweenplanningandpertb11nance.a) Therearegenerallyhigherprofits,higherreturnonassets,andotherpositivefinancialresultswithaformalplanningprocess.b) Thequalityoftheprocessandappropriateimplementalk>noftheplansPrObHblycontributemoretowardshighper(<>rmuncethandoestheextcnlofplanning.C)Finally,inthoseOrganizxitionsinwhichformalplanningdidnotleadtohigherperformance,theenvironmentwastypicallytheculprit.1)Governmentregulationsandsimilarenvironmentalconstraintsleavemanagerswithfewerviablealternatives.WHATDOMANA(iERSNEEDTOKNOWABOUTSTRATE(JICMANACEMENT?A. WhatisStrategicManagement?1. Strategicmanagementiswhatmanagersdotodevelopanorganization'sstrategies.2. TheSeplansencompass:a) Howtheorganizationwilldowhatit'sinbusinesstodo,b) Howilwillcompetesuccessfully,c) A