Managerial Planning and Goal Setting

Managerial Planning and Goal Setting CHAPTER 7 0

Learning Objectives ,[object Object],[object Object],[object Object],[object Object],0

Learning Objectives (contd.) ,[object Object],[object Object],[object Object],[object Object],0

Planning for the Future ,[object Object],[object Object],[object Object],0

Goals and Plans ,[object Object],[object Object],[object Object],[object Object],[object Object],0

Mission Statement Strategic Goals/Plans Senior Management (Organization as a whole) Tactical Goals/Plans Middle Management (Major divisions, functions) Operational Goals/Plans Lower Management (Departments, individuals) Internal Message Legitimacy, motivation, guides, rationale, standards External Message Legitimacy for investors, customers, suppliers, community Levels of Goals/Plans & Their Importance Exhibit 7.1 0

Benefits for the Organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Provided from Internal and External Messages Goals and Plans Send 0

Benefits for the Organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Provided from Internal and External Messages Goals and Plans Send 0

Organizational Mission ,[object Object],[object Object],[object Object],[object Object],[object Object],0

Bristol-Myers Squibb Mission Statement Our company’s mission is to extend and enhance human life by providing the highest-quality pharmaceutical and related health care products. 0

Strategic Goals and Plans ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0

Tactical Goals and Plans ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0

Operational Goals and Plans ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0

Goal Alignment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0

Characteristics of Effective Goal Setting ,[object Object],[object Object],[object Object],[object Object],[object Object],0

Model of the MBO Process Step 1: Set Goals Step 2: Develop Action Plans Step 3: Review Progress Exhibit 7.5 0  Corporate Strategic Goals  Departmental goals  Individual goals Step 4: Appraise Overall Performance Appraise Performance Take Corrective Action Review Progress Action Plans

MBO Benefits and Problems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Benefits of MBO Problems with MBO 0

Single-Use Plans For Goals Not Likely To Be Repeated ,[object Object],[object Object],0

Standing Plans For Tasks Performed Repeatedly ,[object Object],[object Object],[object Object],0

Contingency Plans Specific Situations - unexpected conditions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0

Building Scenarios ,[object Object],Forces managers to rehearse mentally what they would do if their best-laid plans were to collapse 0

Crisis Management Planning Sudden - Devastating –Require Immediate Response ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0

Planning for Performance ,[object Object],[object Object],0

Planning In The New Workplace ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Planning comes alive when employees are involved in setting goals and determining the means to reach them 0

Managerial Planning and Goal Setting

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