Chapter 7

1. Chapter 7 Organizational Planning and Goal Setting 目标与计划

2. Define goals and plans and explain the relationship between them Explain the concept of organizational mission and how it influences goal setting and planning Describe the types of goals an organization should have and why they resemble a hierarchy Define the characteristics of effective goals Describe the four essential steps in the MBO process Explain the difference between single‑use plans and standing plans Describe and explain the importance of the three stages of crisis management planning Discuss how planning in the new workplace differs from traditional approaches to planning Objectives

3. Topics to be discussed • Overview of Goals and Plans 目标与计划概述 • Goals in Organizations 组织的目标 • Planning Time Horizon 计划的时间跨度 • Criteria of Effective Goals 有效计划的标准 • Planning Types and Performance 计划的类型与绩效 • Planning in the New Workplace新工作场所的计划

4. Goal A desired future state that the organization attempts to realize 组织期望其未来能达到的一种状态 明确未来要达到的状态 Plans A blueprint specifying the resource allocation, schedules, and other actions necessary for attaining goals. 是目标实现的蓝图，具体明确了实现目标所必需的资源组合、时间进度、任务和其他措施 明确现在的手段 目标与计划概述Overview of Goals and Plans • Planning • The act of determining the organization’s goals and the means for achieving them • 既决定组织的目标，又规定了实现目标的手段

5. 目标和计划的层次 Levels of Goals/Plans & Their Importance External Message Legitimacy for investors, customers, suppliers, community Mission Statement Strategic Goals/Plans Senior Management (Organization as a whole) Internal Message Legitimacy, motivation, guides, rationale, standards Tactical Goals/Plans Middle Management (Major divisions, functions) Operational Goals/Plans Lower Management (Departments, individuals)

6. 目标和计划的目的 Purposes of Goals and Plans • Legitimacy • 合法性 • Source of Motivation and Commitment • 激励和认同的源泉 • Guides to Action • 行动指南 • Rationale for Decisions • 决策依据 • Standard of Performance • 业绩标准

7. 组织使命The Mission • Mission 使命 • the organization’s reason for existing. • 描述组织的价值观、追求和存在的理由 • Mission Statement 使命宣言 • A broadly stated definition of the org.’s basic business scope and operations that distinguishes it from similar types of org. • 说明和界定了区别于其他同类组织的基本业务领域和行为 • Examples • IBM, Microsoft, BMS

8. Strategic Goals战略目标 Broad statement of where the org wants to be in the future Pertain to the organization as a whole 对公司未来所期望达到的状态的广义陈述 适用于整个组织。 涉及：市场地位、创新、生产力、物质与财务资源、盈利性、管理绩效与发展、员工绩效与态度及公众责任。 Strategic Plans战略计划 Action Steps used to attain strategic goals Blueprint that defines the organizational activities and resource allocations Tends to be long term 规定实现战略目标的行动步骤、组织行为与资源配置 一般着眼于长期，2－5年。 战略计划和目标Strategic Goals and Plans

9. Tactical Goals Goals that define the outcomes that major divisions and departments must achieve in order for the organization to reach its overall goals Apply to middle management 组织内主要机构和部门所期望取得的成果 适用于中层管理 Tactical Plans Plans designed to help execute major strategic plans and to accomplish a specific part of the company’s strategy Shorter than time frame than strategic plans 协助主体战略计划的执行，是完成公司战略的一个具体部分。 一般跨年度或稍长一点。 战术计划和目标Tactical Goals and Plans

10. Operational Goals运营目标 Specific, measurable results expected from departments, work groups, and individuals 部门、工作团队、个体所期望的具体成效 这些目标可以量化 Operational Plans运营计划 Plans developed at the organization’s lower levels that specify action steps toward achieving operational goals and that support tactical planning activities 由组织基层制定并实施，用来详细说明达到运营目标的具体步骤，支持战术计划的实现。 是管理日常行动的工具，如时间进度表等。 运营计划和目标Operational Goals and Plans

11. 计划的时间跨度Planning time horizon • long-term planning 长期计划 • 包括战略目标与计划 • 时间可能持续到未来的5年。 • intermediate-term planning 中期目标 • 包括战术计划 • 时间范围在1－2年。 • short-term planning 短期目标 • 包括具体部门和个人的运营目标 • 时间为1年或更少。

12. 有效计划的标准Criteria of Effective Goal Setting Goal Characteristics • Specific and measurable 具体且可量化 • Cover key result areas 抓住关键成果区域 • Challenging but realistic富于挑战性但切合实际 • Defined time period设定时间期限 • Linked to rewards与奖励挂钩

13. 计划的类型与绩效Planning types and Performance • Management by Objectives • 目标管理 • Single-Use and Standing Plans • 单用计划与常用计划 • Contingency Plans • 权变计划 • Crisis Management Planning • 危机管理计划

14. 目标管理Management by Objectives • 定义 • A method of management whereby managers and employees define goals for every dept,project and person and use them to monitor subsequent performance • 管理层和员工为每个部门、项目、个人设定目标，并用这些目标监控后续绩效的方法。 • 四个步骤： • set goals 设定目标 • develop action plans 制定行动计划 • review progress 检查进度 • appraise overall performance 整体绩效评估

15. Corporate Strategic Goals Departmental goals Individual goals Action Plans Review Progress Corrective Action Appraisal Of Overall Performance Step 4: Appraising Overall Performance Model of the MBO Process Step 1: Setting Goals Step 2: Developing Action Plans Step 3: Reviewing Progress

16. MBO Benefits and Problems Benefits of MBO Problems with MBO 1. Constant change prevents MBO from taking hold. 1. Manager and employee efforts are focused on activities that will lead to goal attainment. 2. An environment of poor employer-employee relations reduces MBO effectiveness. 2. Performance can be improved at all company levels. 3. Strategic goals may be displaced by operational goals. 3. Employees are motivated 4. Mechanistic organizations and values that discourage participation can harm the MBO process. 4. Departmental and individual goals are aligned with company goals. 5. Too much paperwork saps MBO energy.

17. 单用计划Single-Use Plans • Single-Use Plans单用计划 • Plans that are developed to achieve a set of goals that are Not Likely To Be Repeated in the future • 为了实现一些目标而制定的具有一定特殊性的计划 • Including: • program 项目 • A program is a complex set of objectives and plans to achieve an important, one-time organizational goal • project 项目 • A project is similar to a program, but generally smaller in scope and complexity

18. 常用计划Standing Plans • Standing Plans常用计划 • Ongoing plans that are used to provide guidance for tasks performed repeatedly within the org • 一种长期不变的计划，为组织日常遇到的一些常规问题提供解决方案。 • Including: • policy政策 • A policy is a general guide to action and provides direction for people within the organization • Rules规则 • Rules describe how a specific action is to be performed • Procedures程序 • Procedures define a precise series of steps to be used in achieving a specific job

19. 权变计划Contingency Planning • Contingency Planning 权变计划 • Plans that define com responses to specific situations,such as emergencies,setbacks or unexpected conditions • 公司在紧急、不顺或未曾预料的情况下所作出的反应计划。 • Crisis Management Planning 危机管理计划 • A special type of contingency planning • 危机管理为权变计划的一种

20. 新工作场所的计划Planning In The New Workplace • Start with a strong mission • 始于强烈的使命 • Develop stretch goals • 设定延伸目标 • Establish a culture that encourages learning • 创造鼓励学习的环境 • Design new roles for planning staff • 为计划制定者设计新的任务 • Utilize temporary task forces • 利用临时任务小组

21. Define goals. Describe the major benefits of goals. Explain the various types of single-use and standing plans. Give an example of each type of plan at your college. What are the characteristics of effective goals? Would it be better to have goals at all than have goals that do not meet these criteria? Tutorial Questions

22. Case Study • H.l.D. • What is H.I.D.’s mission at the present time? How may this mission change? • What do you think H.I.D.’s mission, strategic goals, and strategic plans are likely to be at the end of this planning session? Why? • What goal‑setting behavior is being used here to reach agreement among H.I.D.’s managers? Do managers typically disagree about the direction of their organization?