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ACTIVITY 2, ORGANIZACTIONAL PLANNING AND CONTROLLING Chaper 17,…
ACTIVITY 2
ORGANIZACTIONAL PLANNING AND CONTROLLING
Chaper 17
17.1
Is Planing Important
When planning, managers need to think about what to do, who will do it, how and when.
Planning is an intellectual activity
When managers plan, they do so implicitly in the context of daily actions, not in some abstract.
17.8
The Control- and Involvement-Oriented Approaches to Planning and
Controlling
Management’s role becomes one of a consultant,
facilitator, enabler, philosopher, teacher, coach.
17.2
The Planning Process
Planning is a process. Ideally it is future oriented
.
STEPS
Step 1: Awareness
.
Step 2. Deciding “where the organization is headed, or is going to end up.
Step 3: Premising
Step 4: Determining a Course of Action.
Step 5: Formulating Supportive Plans.
17.4
Goals or Outcome Statements
Operational goals
Reflect management’s specific intentions
Multiple Goals and the Goal Hierarchy
Profit, Customer, people, management, growth
Official goals
Are an organization’s general aims
17.5
US companies 1 in 12 hire a planner
Top-selling companies plan long-term
There must be individual and group goals
mention the difference between planning and doing
planning takes a long time
17.6
Employees' Responses to Planning
The theory of goals
Specifies that certain types of goals motivate
employee behavior
The Negative Side of Goals
The methods and means created to accomplish
organizational goals
Goal Setting and Employee Job Satisfaction
Goal setting
An employee’s affective reaction
17.3
Types of Plans
Identify different types of plans and control systems
Hierarchical Plans
Strategic plans
Administrative plans
Operating plans
Frequency Plans
Organizational scope plans
17.7
Management by Objectives: A Planning and Control Technique
Employees are capable of selfdirection and selfcontrol.
The Theory of MBO
MBO has the potential to enhance organizational effectiveness.
(1) Setting specific goals.
(2) Setting specific.
(3) Joint participation in goal setting, planning, and controlling.
(4) Feedback.
MANAGERIAL DECISION-MAKING
Charper 2
2.1
Overview of Managerial Decision-Making
A good decision can allow the organization to prosper and survive in the long term, while a bad decision can lead a company to bankruptcy.
Deciding when to decide – Brewing sustainable seccess
Decision making has an impact, sometimes quite significant, on the effectiveness of the organization and its concerned parties
.
2.3
Programmed and Nonprogrammed Decisions
The Decision-Making Process
What is the difference between programmed and nonprogrammed decisions?
Nonprogrammed Decisions
Programmed Decisions
2.5
In making decisions it must be effective and personal and with more experienced staff for a good decision
The experience allows you to see the time it took to make a decision
techniques:
decision making
alternatives
select it
implement it
evaluate efficiency
Inefficient managers ignore problems
Effective managers are attentive to solve them
2.4
Barriers to Effective Decision-Making
Bounded Rationality
Escalation of Commitment
Time Constraints
Uncertainty
Conflict
2.6
Group Decision-Making
Disadvantages
Not to voice their
concerns or objections
Introduce conflicts
Are not really contributingtheir ideas and perspectives
Advantages
Can incorporate different
perspectives and ideas
Contributes
information or knowledge
to the group
Generate more options
2.2
How the Brain Processs Information to Make Decisions
Reactive Decision-Making
Reflective Decision-Making
The Role of Emotions
