[PPT]Management 3e - Gary Dessler - אוניברסיטת בר-אילן planning.ppt · Web...

Copyright © 2004 Prentice Hall, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

The Environment of Managing

Gary DesslerPrinciples and Practices for Tomorrow’s Leaders

The Basic Planning ProcessThe Basic Planning Process 44CHAPTERCHAPTER

Copyright © 2004 Prentice Hall. All rights reserved. 4–2

Chapter ObjectivesAfter studying this chapter and the case exercises at the end, you should be able to:

1. Develop a usable plan for an organization.2. Write an outline of the required business plan,

and provide specific examples of its component functional plans.

3. Express the necessary plan in descriptive, graphic, and financial formats.

4. Explain what the manager did right and did wrong with respect to setting goals for subordinates.

5. Explain the forecasting tools you think the manager should use, and why.


The Nature And Purpose Of Planning

• PlanA method for doing or making something,

consisting of a goal and a course of action.• Goal

A specific result to be achieved; the end result of a plan.

• ObjectivesSpecific results toward which effort is directed.


The Nature And Purpose Of Planning (cont’d)• Planning

The process of setting goals and courses of action, developing rules and procedures, and forecasting future outcomes.

• What Planning EntailsChoosing goals and courses of action and deciding

now what to do in the future to achieve those goals.Assessing today the consequences of various future

courses of action.


What Planning Accomplishes

• Allows decisions to be made ahead of time.• Permits anticipation of consequences.• Provides direction and a sense of purpose.• Provides a unifying framework; avoiding

piecemeal decision making.• Helps identify threats and opportunities and

reduces risks.• Facilitates managerial control through the setting

of standards for monitoring and measuring performance.


The Management Planning Process

• Hierarchy of PlansA set of plans that includes the company-wide plan

and the derivative plans of subsidiary units required to help achieve the enterprise-wide plan.

Top management approves a long-term plan; and each department creates its own budgets

• The Planning HierarchyTop management formulates its plans based on

upward feedback from the departments, and the departments in turn draft plans that make sense in terms of top management’s plan.


Hierarchy of Goals

FIGURE 4–1


Checklist 4.1How to Develop a Plan Set an objective. Develop forecasts and planning

premises. Determine your options. Evaluate alternatives. Choose your plan, and start to

implement it. Go to Level 2.


Who Does the Planning?

• Small businesses:Entrepreneurs do most of the planning.

• Large firms:Traditional:

A central corporate planning group works with top management and each division to solicit, challenge, and refine the company’s plan.

Current: Planning is decentralized and includes the firms’

product and divisional managers, aided by small headquarters advisory groups.


The Business Plan And Its Components

• Description of the business (including ownership and products or services)

• Marketing plan• Financial plan• Management and/or personnel plan.


FIGURE 4–3

Outlineof a Marketing Plan

Source: Source: Adapted from Philip Kotler and Gary Armstrong, Principles of Marketing (Upper Saddle River, NJ: Prentice Hall, 2001), p. 70.

Copyright © 2004 Prentice Hall. All rights reserved. 4–12 FIGURE 4–4

Acme’s Potential Market Segments

Source: Business Plan Pro, Palo Alto Software, Palo Alto, CA.


Product, Pricing,and Sales’ Forecasts



Personnel Plan



Sales Forecast by Service:Two-Month Sales Plan for Acme Consulting, 2003


Gantt Scheduling Chart forAcme Strategic Report Projects, January 1–15, 2003


FIGURE 4–9

AcmeConsultingProfit andLoss



FIGURE 4–10

Reporting Improper Behavior

Source: James Jenks, The Hiring, Firing (and everything in between) Personnel Forms Book (Ridgefield, CT: Round Lake Publishing, 1996), pp. 224–25.


Checklist 4.2 Principles of Goal-Setting

Set SMART goals—make them specific, measurable, attainable, relevant, and timely. Choose areas (sales revenue, costs, and so forth) that are relevant and complete.

Assign specific goals. Assign measurable goals. Assign doable but challenging goals. Encourage participation. Use executive assignment action plans, or

management by objectives.

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