Chapter 3 Planning and Goal Setting. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter ©...

Chapter 3

Planning and Goal Setting

2Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

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.



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.



Productivity

Productivity =

Output /

Labor + Capital + Materials



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



Types of plans

Strategic planning Tactical planning Short-term plan Intermediate-term plan Long-term plan Standing plan Single-use plan



Continuous-improvement programs

Benchmarking ISO 9000 Series Six Sigma



EXHIBIT 3–3Six sigma—twelve process steps.



Standing plans A plan that can be used over and over again by

managers faced with recurring activities Policies Procedure Rule



Single-use plan Plan designed for a specific activity or time period

Programs Budgets Schedules

Examples Exhibit 3–4 budget Exhibit 3–5 schedule



EXHIBIT 3–4Department expense budget.



EXHIBIT 3–5A sample Gantt chart.



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.



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



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



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



EXHIBIT 3–9Comparison of entrepreneurs and traditional supervisors.

Chapter 3 Planning and Goal Setting. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter ©...

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