Post on 27-Jan-2016
description
4Topic
Foundations of Planning
Copyright ©2013 Pearson Education 5-1
Learning Outcomes
After studying this chapter, you will be able to:
• 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.
Copyright ©2013 Pearson Education 5-2
Copyright ©2013 Pearson Education 5-3
What Is Planning?
Copyright ©2013 Pearson Education 5-4
•Planning is often called the primary management function because it establishes the basis for all the other things managers do•It’s concerned with ends (what is to be done-goal) as well as with means (how it’s to be done-strategy)
Why Do Managers Need to Plan?
• Managers should plan for at least four reasons1. planning establishes coordinated effort
(Direction) (stimulates intra & inter-dept coordination, fosters teamwork and coop., establish ind. & group contribution -> goals)
2. planning reduces uncertainty (anticipate change & dev. Response)
3. planning reduces overlapping and wasteful activities
4. planning establishes the goals or standards that facilitate control
Copyright ©2013 Pearson Education 5-5
Copyright ©2013 Pearson Education 5-6
Reasons for Planning
Criticisms of Formal Planning
Formal planning may:1. Create rigidity (assume no env. Change)
2. Can’t Replace intuition and creativity3. Focus managers’ attention on today’s competition,
not on tomorrow’s survival4. Reinforce success, which may lead to failure
Copyright ©2013 Pearson Education 1-7
Shld enhance & support
Lost opportunity
Formal Planning and Organizational PerformanceFormal planning generally results in:
– Higher profits– Higher return on assets
(ROA)– Positive financial results
Copyright ©2013 Pearson Education 5-8
Copyright ©2013 Pearson Education 5-9
Strategic Management
Copyright ©2013 Pearson Education 5-10
What do managers need to know about strategic management?Strategic Management
What managers do to develop an organization’s strategies
Strategies–Plans for how the organization will do what it’s in business to do, how it will compete successfully, and how it will attract its customers in order to achieve its goals
Strategic Management ProcessA six-step process that encompasses strategy planning, implementation, and evaluation
The Importance of Strategic Management
• Has positive impact on org performance
• Prepares managers to cope with changing situations
• Guides managers to examine relevant factors in planning future action
Copyright ©2013 Pearson Education 5-11
The Strategic Management Process
• STEP 1: Identifying the organization’s current mission, goals and strategies
• STEP 2: Doing an external analysis• STEP 3: Doing an internal analysis• STEP 4: Formulating the strategies• STEP 5: Implementing strategies• STEP 6: Evaluating results
Steps in the Strategic Management Process
Copyright ©2013 Pearson Education 5-13
•Corporate•Business/competitive•functional
Step 1: Identifying the organization’s current mission, goals and strategies
• Every organisation need mission – a statement of its purpose– Defining the mission forces managers to identify what it’s
in business to do– Facebook “ a social utility that connects you with the
people around you”
• Managers needs to identify the current goals and strategies – basis for assessing whether they need to be change?
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall.
Step 1: Identifying the organization’s current mission, goals and strategies
Copyright ©2013 Pearson Education 5-15
• Managers needs to identify the current goals and strategies – basis for assessing whether they need to be change?
Step 2 & 3: What is a SWOT Analysis?
SWOT Analysis – The combined external and internal analyses
• Strengths– Any activities the organization does well or any unique
resources that it has• Weaknesses
– Activities the organization doesn’t do well or resources it needs but doesn’t possess
• Opportunities– Positive trends in the external environment
• Threats– Negative trends in the external environment
Design, inv. Mgmt.Capital, mktg, N/working
Step 2 Doing and external analysisStep 3 Doing an internal analysis
External Environment Internal Environment
General environment-Legal-Political-Economics-Socio-cultural-Technological-International
- Resources (tangibles and intangibles- capabilities- Core competencies
Task environment- Customers- Competitors- Suppliers- Labor Market
Opportunities and Threats Strengths and weaknesses
PEST
Step 4, 5, & 6 :Formulating, Implementing, and Evaluating ResultsSTEP 4: Formulating Strategies• Corporate• Business• Functional
STEP 5: Implementing Strategies
Copyright ©2013 Pearson Education 5-18
STEP 6: Evaluating Results• How effective have
the strategies been?• What adjustments
are necessary?
Strategies Managers Use
Copyright ©2013 Pearson Education 5-19
4-20
What Strategies Do managers Use?Three Levels of Strategy in Organizations
competitive
4-21
Corporate Strategy
– An organizational strategy that specifies what businesses a company is in or wants to be in and what it wants to do with those businesses
– Based on mission & goalsThe three main types of corporate strategies arei. Growthii.stabilityiii.renewal
4-22
(i) Growth Strategy
• Coporate strategy - An organization expands the number of markets served or products offered (current or new buss.)
• Some growth strategies include1) Concentration (focused on primary line buss)2) Vertical Integration (backward & forward)3) Horizontal Integration (combining competitors)4) Diversification (related & unrelated)
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
4-23
(ii) Stability Strategy– A corporate strategy in which an organization continues to
do what it is currently doing
(iii) Renewal Strategy– A corporate strategy that addresses declining organizational
performance– 2 things : cut cost and restructuring organisation
• Retrenchment strategy - short-run renewal strategy used for minor performances problems
– Helps in stabilize operation, revitalize organisational resources and capabilities to compete once again
• Turnaround strategy – more drastic measures
Corporate Strategy cont..
4-24
(ii) Competitive Strategy
• Competitive Strategy– An organizational strategy for how an organization
will compete in its business(es)• Competitive Advantage
– What sets an organization apart; its distinctive edge
• Strategic Business units (SBUs)– An organization’s single businesses that are
independent and formulate their own competitive strategy
4-25
Types of Competitive Strategies1.Cost Leadership Strategy
– Competing on the basis of having the lowest costs in the industry
2.Differentiation Strategy– Competing on the basis of having unique products
that are widely valued by customers
3.Focus Strategy– Competing in a narrow segment or niche with
either a cost focus or a differentiation focuseg. BMW
Eg. Giant, Tesco, AirAsia
Jusco, MAS, POLO
4-26Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall.
4-27
(iii) Functional Strategy
• Functional Strategies– The strategies used in an
organization’s various functional departments to support the competitive /SBU strategy
– Mktg dept., production, finance, legal, HR…logistic
Copyright ©2013 Pearson Education 5-28
Compare and Contrast Approaches to Goal Setting and Planning
Planning involves 2 important aspects:• Goals (objectives)
– Desired outcomes or targets– They guide managers’ decision and form criteria
against which work results are measured
• Plans– Documents that outline how goals are going to be
met– Eg: budget, schedules etc.
Characteristics of Well-Written Goals
Copyright ©2013 Pearson Education 5-30
SMART
Copyright ©2013 Pearson Education 5-31
Steps in Goal Setting
1.Review the organization’s mission and employees’ key job tasks.2.Evaluate available resources. Goals should be challenging but realistic with regards to available resources3.Determine the goals individually or with input from others.4.Make sure goals are well-written and then communicate them to all who need to know.5.Build in feedback mechanisms to assess goal progress. 6.Link rewards to goal attainment.
Copyright ©2013 Pearson Education 5-32
TYPES OF PLANS
• The most popular ways to describe plans are in terms of their – Breadth (strategic versus tactical)– Time frame (long term versus short term)– Specificity (directional versus specific)– Frequency of use (single use versus standing)
Breadth (Wide range or scope)
• Strategic Plans– Plans that apply to the entire organization and
encompass the organization’s overall goals
• Tactical Plans– Plans that specify the details of how the overall
goals are to be achieved– Operational plan
Time Frame
• Long-term Plans– Plans with a time frame beyond three years
• Short-term Plans– Plans with a time frame of one year or less
Specificity
• Specific Plans– Plans that are clearly defined and leave no room
for interpretation
• Directional Plans– Plans that are flexible and set general guidelines
Frequency of Use
• Single-use Plan– A one-time plan specifically designed to meet the
needs of a unique situation– Eg. project
• Standing Plans– Plans that are ongoing and provide guidance for
activities performed repeatedly– Eg. How to make travelling claims, return goods
Developing Plans
Copyright ©2013 Pearson Education 5-38
Long termSingle usedirectional
Approaches to Planning
• “Top-down” traditional approach – Top-level managers plan; plans flow down to the different levels.
• Development by organizational members – Employees at various levels and in various work units develop plans to meet their specific needs.
Copyright ©2013 Pearson Education 5-39
MBO-bottom up
Copyright ©2013 Pearson Education 5-40
4.4 Contemporary Issues in Planning
How Can Managers Plan Effectively in Dynamic Environments?Managers should develop plans that are specific,
but flexible.Managers need to stay alert to environmental
changes that may impact implementation and respond.
A flatter organizational hierarchy helps to effectively plan in dynamic environments
• Environmental scanning—screening large amounts of information to detect emerging trends and create a set of scenarios. Competitive intelligence - It seeks basic information about
competitors that gives managers accurate information about competitors
How Can Managers Use Environmental Scanning?
Summary
Foundations of Planning • What is planning and why do managers need
to plan?• What do managers need to know about
strategic management?• How do managers set goals and develop
plans?• What contemporary planning issues do
managers face?