Bài giảng môn Quản trị học Chương 5

5

Chapter

Foundations
of
Planning
© Pearson Education Limited 2015

5-1


Learning Outcomes
• Discuss the nature and purposes of planning.
• Explain what managers do in the strategic
management process.
• Compare and contrast approaches to goal setting
and planning.
• Discuss contemporary issues in planning.

© Pearson Education Limited 2015

5-2


5.1 Discuss the nature
and purposes of
planning.

© Pearson Education Limited 2015

5-3


What is Planning?
Planning:
The primary management function.

© Pearson Education Limited 2015

5-4


Reasons for Planning

© Pearson Education Limited 2015

5-5


Criticisms of Formal Planning
• May create rigidity.
• Can’t replace intuition and creativity.
• Focuses attention on today’s success, not
tomorrow’s survival.
• Reinforces success, which may lead to failure.

© Pearson Education Limited 2015

5-6

Formal Planning and Organizational
Performance
Does it pay to plan?
•
•
•
•

Higher profits
Higher return on assets
Improved quality of planning
Appropriate implementation

© Pearson Education Limited 2015

5-7


5.2 Explain what

managers do in the
strategic
management
process.

© Pearson Education Limited 2015

5-8

Strategic Management

What managers do to develop an organization’s
strategies.

© Pearson Education Limited 2015

5-9


The Importance of Strategic
Management
• It has a positive impact on organizational
performance.
• It prepares managers to cope with changing
situations.
• It guides managers to examine relevant factors in
planning future action.

© Pearson Education Limited 2015

5-10


Steps in the Strategic Management
Process

© Pearson Education Limited 2015

5-11


Step 1: Mission, Goals & Strategies

© Pearson Education Limited 2015

5-12


External and Internal Analyses
Step 2: External
Analysis
•Competition
•Components of
environment
•Threats and
opportunities

Step 3: Internal
Analysis
•Resources
•Capabilities
•Core competencies
•Organizational
strengths and
weaknesses

© Pearson Education Limited 2015

5-13


Formulating, Implementing, and
Evaluating Results
Step 4:
Formulating Strategies
•Corporate
•Business
•Functional

Step 6: Evaluating
Results
•How effective have
strategies been?
•What adjustments are
necessary?

Step 5:
Implementing Strategies
© Pearson Education Limited 2015

5-14


Strategies Managers Use

© Pearson Education Limited 2015

5-15

Stability and Renewal Strategies
Stability strategy:
Organization continues
to do what it’s doing

Renewal strategy:
Organization addresses
declining organizational
performance
• Retrenchment
• Turnaround

© Pearson Education Limited 2015

1-17


Competitive Strategy
A competitive strategy is a strategy for how an
organization will compete in its business.

© Pearson Education Limited 2015

1-18


Competitive Advantage
What sets an organization apart; its distinctive

edge that comes from its core competencies and
resources.

© Pearson Education Limited 2015

1-19


Functional Strategy
Those strategies used by an organization’s various
functional departments to support the
competitive strategy.

© Pearson Education Limited 2015

1-20


Strategic Weapons
1.
2.
3.
4.
5.
6.

Customer service
Employee skills & loyalty
Innovation
Quality

Social media
Big data

© Pearson Education Limited 2015

1-21


Strategic Weapons (cont.)
5. Social Media
•Help people connect
•Reduce costs and/or
increase revenue.

6. Big Data
Translate business
knowledge into
improved decision
making and
performance.

© Pearson Education Limited 2015

1-22


5.3 Compare and

contrast
approaches to goal

setting and
planning.

© Pearson Education Limited 2015

5-23


Setting Goals and Developing Plans

Types of Plans
Financial versus strategic
Stated versus real

© Pearson Education Limited 2015

5-24


Traditional Goal Setting

© Pearson Education Limited 2015

5-25


Management by Objectives
1.
2.
3.

4.

Goal specificity
Participative decision making
Explicit time period
Performance feedback

© Pearson Education Limited 2015

5-26