Professional Documents
Culture Documents
Goal
A desired future state that the organization wants to achieve. What do we want?
Plan A blueprint of the actions necessary to reach the desired goal. How do we get there?
Planning
Planning Dimensions
The level of management developing the plan The type of plan (strategic or operational) The scope of the plan (broad or narrow) The time horizon of the plan (short- or long-term) The plans repetitiveness (standing or single-use)
Planning Dimensions
Exhibit 51
Planning Dimensions
Levels of Goals/Plans - NASA
A Mission Statement describes our purpose.
Mission Statement
Corporate Strategy
Strategic Plans
Senior Management
Business Tactical Goals
Tactical Plans
Middle Management
Functional Goals
Functional Plans
Lower Management
Types of Plans
Standing Plans
Policies, procedures, and rules developed for handling repetitive situations. Policies
General guidelines to be followed when making decisions.
Procedures
A sequence of actions to be followed in order to achieve an objective.
Rules
A statement of exactly what should or should not be done.
Program development
Set project objectives. Break the project down into a sequence of steps. Assign responsibility for each step. Establish starting and ending times. Determine the resources needed for each step.
Exhibit 52
Operational Planning
The process of setting short-range objectives and determining in advance how they will be accomplished.
Strategy
A plan for pursuing the mission and achieving objectives.
Exhibit 53
Strategic Planning
Corporate-Level Strategy
The plan for managing multiple lines of businesses
Business-Level Strategy
The plan for managing one line of business
Functional-Level Strategy
The plan for managing one area of the business
Exhibit 54
Exhibit 5
2. SWOT analysis.
5. Determination of the strategic issues and problems that need to be addressed through strategic processes.
Exhibit 56
SWOT
Exhibit 57
Exhibit 58
Competitive Advantage
Core Competency
A functional capability (strength) that the firm does well and one that creates a competitive advantage for the firm.
Benchmarking
The process of comparing an organizations products or services and processes with those of other companies.
Environmental Scanning
Searching the external environment for opportunities and threats.
Setting Objectives
Objectives
State what is to be accomplished in singular, specific, and measurable terms with a target date.
Goals
Are general targets to be accomplished that are translated into actionable objectives.
Exhibit 59
Management by Objectives
Step 1. Set individual objectives with plans jointly with employees. Step 2. Give feedback and evaluate. Step 3. Reward performance according to results.
Action Plans
4. Mechanistic organizations and values that discourage participation can harm the MBO process.
5. Too much paperwork saps MBO energy.
Corporate-Level Strategy
Grand Strategies
Growth Stability Turnaround and retrenchment Combination
Growth Strategies
Concentration Backward and forward integration Related and Unrelated diversification
Exhibit 510
Exhibit 511
Competitive Strategies
Differentiation
Competing on the basis of features that distinguish one firms products or services from those of another.
Cost Leadership
The firm with the lowest total overall costs has a competitive advantage in price-sensitive markets.
Focus
Concentrating competitive efforts on a particular market segment, product line, or buyer group.
Exhibit 514
Operations
Which processing systems to use to convert inputs into outputs with quality and efficiency?
Human Resources
How to recruit, select, train, evaluate, and compensate the workforce?