7作为决策者的管理者

Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-1Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-2•定义计划的本质和目的•划分组织可能具有的目标类型以及组织使用的方案•比较目标设定和计划的各种方法•讨论当代的一些计划事项Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-3什么是计划？•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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-4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Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-5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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-6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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-7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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-8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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-9Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-10方案的类型•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–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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-11方案的类型•长期方案–时间长度超过3年的方案•短期方案–为期1年或更短时间的方案Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-12方案的类型•具体方案–定义清晰、没有留下解读空间的方案•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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-13方案的类型•一次性方案–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–为反复进行的活动提供指导的方案Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-14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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-15图表8-2（205页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-16•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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-17•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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-18目标管理•目标管理的关键要素:–具体的目标–参与型决策–明确的绩效评估日期–绩效反馈Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-19图表8-3（206页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-20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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-21图表8-4（206页）Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall8-22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©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonE