Chapter 4: Managerial Planning and Goal Setting - Môn quản trị học - Đại Học Kinh Tế - Đại học Đà Nẵng
Corporation-Level Strategy (Chiến lược cấp công ty): Xác đinh loại hình kinh doanh. Business- Level Strategy (Chiến lược cấp kinh doanh): Cạnh tranh bằng những lĩnh vực gì. Functional-Level Strategy (Chiến lược chức năng): Các phòng ban hỗ trợ kinh doanh BCG Matrix. Tài liệu giúp bạn tham khảo ôn tập và đạt kết quả cao. Mời bạn đọc đón xem!
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Chapter 4: Managerial Planning and Goal Setting Levels Of Goals and Plans:
- Strategic Goals/Plans (Mục tiêu chiến lược): Senior manager
- Tactical Goals ( Mục tiêu chiến thuật): Middle manager
- Operational Goals (Mục tiêu tác nghiệp): Lower manager Goal-setting in Organizations:
- Organizational mission (sứ mệnh): the organizaton’s reason for existence
- Organizational vission (viễn cảnh):
- Stategic goals (Mục tiêu chiến lược): official goals, broad (dứt khoát)
statement decribing the organization’s future
- Strategic Plans (Kế hoạch chiến lược): the action steps the company will take Effective Goal Setting: - SMART: + Specific and measurable + Defined time period + Cover key result areas + Challenging but realistic + Linked to reward MBO:
- Define in 1954 by Peter Drucker
- Method for defining goals and monitoring performance - Benefits:
+ Focus manager and employee efforts on activities that wil lead to goal attainment
+ Improve performance at all company levels + Improve employee motivation
+ Aligns individual and departmental goals with company goals Single-use/Standing Plans:
Single-use Plans Standing Plans - Program: - Policy (Chính sách): + Attaining one-time
+ Board in scope, general guide to
+ May take several years to complete action
+ Large in scope (phạm vi), may be
+ Based on organization’s overall associated with several project goals/strategic plans - Project:
+ Define boundaries within to make + Attaining one time decisions
+ Small in scope, shorter than a - Rule: program + Narrow in scope + A part of program
+ Describes how a specific action is to be performed
+ May apply to specific setting -
Procedure (Quy trình/thủ tục): + Sometimes called a standard lOMoARcPSD| 49551302
operating procedure Hoạch định
trong môi trường bất ổn:
- Contigency (tình huống) Planning:
+ Planning for emergencies, setbacks (suy thoái), or unexpected conditions - Building Scenarios:
+ A forecasting technique to look at current trends - Crisis Planning:
+ Unexpected events that are sudden and devasting (tàn phá) Purpose of stategy:
- Explicit strategy (Xác định chiến lược rõ ràng)
- Competitive advantage: is the organization’s distinctive edge for meeting customer needs
The Elements of Competitive Advantage: - Target customers
- Achive Synergy (Sự hợp lực) - Create value
- Exploit core competence (Năng lực)
3 Levels of Strategy in Organizationals :
- Corporation-Level Strategy (Chiến lược cấp công ty): Xác đinh loại hình kinh doanh
- Business- Level Strategy (Chiến lược cấp kinh doanh): Cạnh tranh bằng những lĩnh vực gì?
- Functional-Level Strategy (Chiến lược chức năng): Các phòng ban hỗ trợ kinh doanh BCG Matrix:
Formulating Corporate-Level Strategy (Tạo lập chiến lược cấp công ty): lOMoARcPSD| 49551302
- Related diversification: expansion into new business related to existing business activities
- Unrelated diversification: expansion into new line of business - Vertical
intergration (Hợp nhất theo chiều dọc): supply/distributors
Chapter 5: Managerial Decision Making
Decision is a choice made from available alternatives Programmed and Nonprogrammed Decisions: - Programmed Decisions:
+ Recurring problems: những vấn đề lặp lại + Apply rule - Nonprogrammed Decisions: + Unique situations + Poorly defined + Unstructured + Important consequences
Facing Certainty and Uncertainty:
- Certainty: situation in which all information is fully available - Risk:
- Uncertainty: depends on the amount and value of information available (các
dự kiện tương lai không đầy đủ)
- Ambiguity: making decision in difficult situation