Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with...
-
Upload
kyla-swinton -
Category
Documents
-
view
217 -
download
2
Transcript of Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with...
![Page 1: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/1.jpg)
Chapter 4
Planning
![Page 2: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/2.jpg)
What Would You Do?
Consortium created to compete with Boeing
Slow progress, with potential How do you take more business away from
Boeing What is your plan?
![Page 3: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/3.jpg)
After discussing this section you should be able to:
Learning ObjectivesPlanning
1. discuss the costs and benefits of planning.2. describe how to make a plan that works.
![Page 4: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/4.jpg)
Costs and Benefits of Planning The Benefits The Pitfalls of Planning
![Page 5: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/5.jpg)
The Benefits
Intensified Effort
Persistence
Direction
Creation of Task
Strategies
It Works!
![Page 6: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/6.jpg)
Planning Pitfalls
Impede Change & Prevent
Adaptation
Create a False
Sense of Certainty
Detachment of
Planners
![Page 7: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/7.jpg)
Blast From The PastPericles and Planning Leaders must have a vision Planners must be close to events Plans must be flexible
![Page 8: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/8.jpg)
How to Make a Plan That Works
Set Goals
DevelopCommitment
to Goals
DevelopEffective Action
Plans
Track ProgressToward GoalAchievement
MaintainFlexibility in
Planning
Adapted from Exhibit 4.1
![Page 9: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/9.jpg)
Setting Goals
Specific
Measurable
Attainable
Realistic
Timely
![Page 10: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/10.jpg)
Goal Commitment
The determination to achieve a goal Increased by:
Setting goals through participation Making goals reasonable Making goals public Obtaining top management support
![Page 11: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/11.jpg)
Developing Effective Action Plans For accomplishing a goal, these list the:
specific steps people resources time period
![Page 12: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/12.jpg)
Tracking Progress
One method, setting: proximal goals - short-term distal goals - long-term
Second method: gather and provide performance feedback make adjustments in:
effort direction strategies
![Page 13: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/13.jpg)
Maintaining Flexibility
Option-based planning keep options open through simultaneous
investment invest more in promising options
Learning-based planning plans need to be continuously adjusted encourages frequent reassessment and revision
of goals
![Page 14: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/14.jpg)
After discussing this section you should be able to:
Learning ObjectivesKinds of Plans
3. discuss how companies can use plans at all management levels, from top to bottom,
4. describe the different kinds of special-purpose plans that companies use for change, contingencies, and product development.
![Page 15: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/15.jpg)
Planning from Top to Bottom
Vision
Adapted from Exhibit 4.3
![Page 16: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/16.jpg)
Planning from Top to Bottom (cont’d)
Vision
Mission
TacticalPlans
Managementby
Objectives
OperationalPlans
StandingPlans
Single-UsePlans
Adapted from Exhibit 4.4
TopManagers
MiddleManagers
First-LevelManagers
![Page 17: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/17.jpg)
Starting at the Top
Vision statement of purpose enduring, inspirational, clear, and consistent with
company beliefs and values Mission
flows from vision more specific goal statements
![Page 18: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/18.jpg)
Setting Missions
Targeting set a clear, specific target
Common-Enemy vow to defeat a rival
Role-Model emulate a successful company
Internal-Transformation strive to dramatically change the company
![Page 19: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/19.jpg)
Bending in the Middle Tactical Plans
specify how a company will use resources, budgets, and people to accomplish goals
Management by Objectives develop and carry out tactical plans four steps
discuss goals participatively select goals jointly develop tactical plans meet to review performance
![Page 20: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/20.jpg)
What Really Works?
Management by Objectives (MBO)
MBO & Production
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Probability of success 97%
68%
MBO is based on goals, participation and feedback. Companies that use
MBO are 97% more likely to outproduce companies that don’t!
![Page 21: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/21.jpg)
Finishing at the Bottom Operational plans
day-to-day plans Single-use plans
cover one-time-only events Standing plans
plans for recurring events three kinds
policies procedures rules & regulations
Budgeting
![Page 22: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/22.jpg)
Special-Purpose Plans
Planningfor
Change
Planningfor
Contingencies
Planningfor
ProductDevelopment
![Page 23: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/23.jpg)
Planning for Change
Stretch goals extremely ambitious goals initially employees don’t know how to accomplish
Benchmarking identify outstanding practices in other companies adapt them to your company
![Page 24: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/24.jpg)
Been There, Done That
Stretch goals are more than just demanding more from employees
Give employees the tools to succeed Don’t punish failure
Steve Kerr on Stretch Goals at GE
![Page 25: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/25.jpg)
Planning for ContingenciesScenario Planning Define the scope of the
scenario Identify the major
stakeholders Identify environmental
trends Identify key
uncertainties and outcomes of these trends
Using steps 1-4, create initial scenarios
Check each scenario for consistency and plausibility of facts
Create contingency plans from each scenario
![Page 26: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/26.jpg)
Planning for Product Development Aggregate product plans Four keys to faster product development
cross-functional teams internal and external communication overlapping development phases frequent testing of product prototypes
![Page 27: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/27.jpg)
Overlapping Product-Development Phases for a New “Supercomputer Server
January July January July JulyJanuary
Block Diagram
Evolution of System Specification
Simulation
ASIC and Board Design
Hardware Mock-ups & Models
“Bring-up”
FullSystem
Prototype
ShipDate
Conceptualization Simulation ImplementationAdapted from Figure 4.7
![Page 28: Chapter 4 Planning. What Would You Do? Consortium created to compete with Boeing Slow progress, with potential How do you take more business away from.](https://reader036.fdocuments.net/reader036/viewer/2022070306/5517ff18550346d5568b50f9/html5/thumbnails/28.jpg)
What Really Happened?
Airbus set specific goals Built planes that were easier and cheaper to
maintain, used the same cockpit, and were comfortable for passengers
Used options-based planning Positioned itself through innovative new
features, functionality, and lower costs.