1 / 17

Chapter 3

Chapter 3. Planning and Goal Setting. Chapter outcomes. Define productivity. Describe how plans should link from the top to the bottom of the organization. Identify what is meant by the terms benchmarking, ISO 9000 series , and six sigma. Contrast policies and rules.

rflowers
Download Presentation

Chapter 3

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 3 Planning and Goal Setting

  2. Chapter outcomes Define productivity. Describe how plans should link from the top to the bottom of the organization. Identify what is meant by the terms benchmarking, ISO 9000 series,and six sigma. Contrast policies and rules. Describe the Gantt chart. Explain the information needed to create a PERT chart. Describe the four ingredients common to goal-setting programs. Define entrepreneurship and explain how it affects supervision.

  3. Planning defined Formal planning—specific goals are formulated, committed to writing, and made available to organizational members. Informal planning—Planned in the head, but not written down. There is little or no sharing of these plans with others.

  4. Productivity Productivity = Output / Labor + Capital + Materials

  5. EXHIBIT 3–1 Industries in which the United States is a major producer in the world market.

  6. Types of plans Strategic planning Tactical planning Short-term plan Intermediate-term plan Long-term plan Standing plan Single-use plan

  7. Continuous-improvement programs Benchmarking ISO 9000 Series Six Sigma

  8. EXHIBIT 3–3Six sigma—twelve process steps.

  9. Standing plans A plan that can be used over and over again by managers faced with recurring activities Policies Procedure Rule

  10. Single-use plan Plan designed for a specific activity or time period Programs Budgets Schedules Examples Exhibit 3–4 budget Exhibit 3–5 schedule

  11. EXHIBIT 3–4 Department expense budget.

  12. EXHIBIT 3–5 A sample Gantt chart.

  13. Developing a PERT chart Identify every significant activity that must be achieved for a project to be completed. Determine the order in which these events must be completed. Diagram the flow of activities from start to finish Compute a time estimate. Determine a start and finish date for each activity and the entire project.

  14. EXHIBIT 3–7 PERT chart for the furnace modernization project.

  15. EXHIBIT 3-8What may happen in traditional objective setting.

  16. Goal setting A process where employees jointly determine specific performance goals with their supervisors. Key to effectiveness Goal specificity Participation Time limits Performance feedback I Dreamed a Dream

  17. EXHIBIT 3–9Comparison of entrepreneurs and traditional supervisors.

More Related