PowerPoint Presentation

to Accompany Chapter 8 of

Management
Canadian Edition
Schermerhorn Wright
Prepared by: Michael K. McCuddy
Adapted by: Lynda Anstett & Lorie Guest
Published by: John Wiley & Sons Canada, Ltd.

Planning Ahead Chapter 8 Study Questions

How do managers plan?
What types of plans do managers use?
What are the useful planning tools and

techniques?
What is the control process?
What are the common organizational
controls?
Management - Chapter 8

Study Question 1: How do managers plan?

Planning
The process of setting objectives and determining how
to best accomplish them.
Objectives
Identify the specific results or desired outcomes that
one intends to achieve.
Plan
A statement of action steps to be taken in order to
accomplish the objectives.
Management - Chapter 8

Study Question 1: How do managers plan?

Steps in the planning process:
Define your objectives.
Determine where you stand vis--vis objectives.
Develop premises regarding future conditions.
Analyze and choose among action alternatives.
Implement the plan and evaluate results.
Management - Chapter 8

Figure 8.1 The roles of planning and

controlling in the management process.

Management - Chapter 8

Study Question 1: How do managers plan?

Benefits of planning:
Improves focus and flexibility.
Improves action orientation.
Improves coordination.
Improves time management.
Improves control.
Management Fundamentals - Chapter 8

Figure 8.2 A sample means-ends chain for

total quality management.

Management - Chapter 8

Study Question 2: What types of plans do

managers use?
Short-range and long-range plans
Short-range plans = 1 year or less
Intermediate-range plans = 1 to 2 years
Long-range plans = 3 or more years
People vary in their capability to deal

effectively with different time horizons.

Higher management levels focus on longer
time horizons.
Management - Chapter 8

Study Question 2: What types of plans do

managers use?
Strategic and operational plans
Strategic plans set broad, comprehensive, and
longer-term action directions for the entire
organization.
Operational plans define what needs to be done in
specific areas to implement strategic plans.

Production plans
Financial plans
Facilities plans
Marketing plans
Human resource plans
Management - Chapter 8

Study Question 2: What types of plans do

managers use?
Policies and procedures
Standing plans
Policies and procedures that are designed for
repeated use.

Policy
Broad guidelines for making decisions and taking
action in specific circumstances.

Rules or procedures
Plans that describe exactly what actions are to be
taken in specific situations.
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Study Question 2: What types of plans do

managers use?
Budgets and project schedules
Single-use plans
Only used once to meet the needs and objectives of a well-

defined situation in a timely manner.

Budgets
Single-use plans that commit resources to activities, projects,
or programs.
Fixed, flexible, and zero-based budgets.

Projects
One-time activities that have clear beginning and end points.
Project management and project schedules.
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Study Question 3: What are the useful

planning tools and techniques?
Forecasting
Making assumptions about what will happen in the
future.
Qualitative forecasting uses expert opinions.
Quantitative forecasting uses mathematical and
statistical analysis.
All forecasts rely on human judgment.
Planning involves deciding on how to deal with the
implications of a forecast.
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Study Question 3: What are the useful

planning tools and techniques?
Contingency planning
Identifying alternative courses of action that
can be implemented to meet the needs of
changing circumstances.
Contingency plans anticipate changing
conditions.
Contingency plans contain trigger points.
Management - Chapter 8

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Study Question 3: What are the useful

planning tools and techniques?
Scenario planning
A long-term version of contingency planning.
Identifying alternative future scenarios.
Plans made for each future scenario.
Increases organizations flexibility and
preparation for future shocks.
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Study Question 3: What are the useful

planning tools and techniques?
Benchmarking
Use of external comparisons to better evaluate
current performance and identify possible
actions for the future.
Adopting best practices of other organizations
that achieve superior performance.
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Study Question 3: What are the useful

planning tools and techniques?
Use of staff planners
Coordinating the planning function for the total

organization or one of its major components.

Possible communication gaps between staff

planners and line management.

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Study Question 3: What are the useful

planning tools and techniques?
Participation and involvement
Participatory planning requires that the planning
process include people who will be affected by the
plans and/or will help implement them.
Benefits of participation and involvement:
Promotes creativity in planning.
Increases available information.
Fosters understanding, acceptance, and commitment to the
final plan.
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Figure 8.3 How participation and

involvement help build commitments to plans.

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Study Question 4: What is the

control process?
Controlling
The process of measuring performance and taking

action to ensure desired results.

Has a positive and necessary role in the management

process.
Ensures that the right things happen, in the right way, at

the right time.

Organizational learning and after-action review.
Management - Chapter 8

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Study Question 4: What is the

control process?
Steps in the control process:
Step 1 establish objectives and standards.
Step 2 measure actual performance.
Step 3 compare results with objectives and
standards.
Step 4 take corrective action as needed.
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Figure 8.4 Four steps in the control

process.

Management - Chapter 8

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Study Question 4: What is the

control process?
Step 1 establishing objectives and

standards
Output standards
Measure performance results in terms of quantity,
quality, cost, or time.

Input standards
Measure effort in terms of amount of work
expended in task performance.
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Study Question 4: What is the

control process?
Step 2 measuring actual performance
Goal is accurate measurement of actual
performance results and/or performance efforts.
Must identify significant differences between
actual results and original plan.
Effective control requires measurement.
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Study Question 4: What is the

control process?
Step 3 comparing results with objectives

and standards
Need for action reflects the difference between

desired performance and actual performance

Comparison methods:
Historical comparison
Relative comparison
Engineering comparison
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Study Question 4: What is the

control process?
Step 4 taking corrective action
Taking action when a discrepancy exists
between desired and actual performance.
Management by exception
Giving attention to situations showing the greatest
need for action.
Types of exceptions
Problem situation
Opportunity situation
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Study Question 4: What is the

control process?
Feedforward controls
Employed before a work activity begins.

Ensures that:
Objectives are clear.
Proper directions are established.
Right resources are available.

Focuses on quality of resources.

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Study Question 4: What is the

control process?
Concurrent controls
Focus on what happens during work process.
Monitor ongoing operations to make sure they
are being done according to plan.
Can reduce waste in unacceptable finished
products or services.
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Study Question 4: What is the

control process?
Feedback controls
Take place after work is completed.

Focus on quality of end results.

Provide useful information for improving future

operations.
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Figure 8.5 The role of feedforward,

concurrent, and feedback controls in
organizations.

Management - Chapter 8

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Study Question 4: What is the

control process?
Internal and external control
Internal control
Allows motivated individuals and groups to exercise
self-discipline in fulfilling job expectations.

External control
Occurs through personal supervision and the use of
formal administrative systems.
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Study Question 5: What are the common

organizational controls?
Management by Objectives (MBO)
A structured process of regular communication.
Supervisor/team leader and workers jointly set
performance objectives.
Supervisor/team leader and workers jointly
review results.
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Figure 8.6 Management by objectives as

an integrated planning and control framework.

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Study Question 5: What are the common

organizational controls?
MBO involves a formal agreement specifying
Workers performance objectives for a specific time
period.

Plans through which performance objectives will be

accomplished.
Standards for measuring accomplishment of
performance objectives .
Procedures for reviewing performance results.
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Study Question 5: What are the common

organizational controls?
The MBO process:
Supervisor and workers jointly set objectives,
establish standards, and choose actions.
Workers act individually to perform tasks;
supervisors act individually to provide
necessary support.
Supervisor and workers jointly review results,
discuss implications, and renew the MBO
cycle.
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Study Question 5: What are the common

organizational controls?
Types of MBO performance objectives
Improvement
Personal development
Maintenance
Criteria for effective performance objectives
Specific
Time defined
Challenging
Measurable
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Study Question 5: What are the common

organizational controls?
Pitfalls to avoid in using MBO
Tying MBO to pay.
Focusing too much attention on easily
quantifiable objectives.
Requiring excessive paperwork.
Having managers tell workers their objectives.
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Study Question 5: What are the common

organizational controls?
Advantages of MBO
Focuses workers on most important tasks and
objectives.
Focuses supervisors efforts on important areas
of support.
Contributes to relationship building.
Gives workers a structured opportunity to
participate in decision making.
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Study Question 5: What are the common

organizational controls?
Employee discipline systems
Discipline is the act of influencing behavior

through reprimand.
Discipline that is applied fairly, consistently,

and systematically provides useful control.

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Study Question 5: What are the common

organizational controls?
To be effective, reprimands should
Be immediate.
Be directed toward actions, not personality.

Be consistently applied.
Be informative.
Occur in a supportive setting.
Support realistic rules.
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Study Question 5: What are the common

organizational controls?
Employee discipline systems
Progressive discipline ties reprimands to the
severity and frequency of the employees
infractions.
Progressive discipline seeks to achieve

compliance with the least extreme reprimand

possible.
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Study Question 5: What are the common

organizational controls?
Important financial aspects of organizational

performance
Liquidity

The ability to generate cash to pay bills.

Leverage
The ability to earn more in returns than the cost of debt.

Asset management
The ability to use resources efficiently and operate at minimum
cost.

Profitability
The ability to earn revenues greater than costs.
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Study Question 5: What are the common

organizational controls?
Break-even analysis
Determination of the point at which sales
revenues are sufficient to cover costs.
Break-Even Point = Fixed Costs / (Price
Variable Costs)
Used in evaluating:
New products
New program initiatives
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Figure 8.7 Graphical approach to breakeven analysis.

Management - Chapter 8

43

Study Question 5: What are the common

organizational controls?
Purchasing control
A productivity tool
Trends in purchasing control:
Leveraging buying power
Committing to a small number of suppliers
Working together in supplier-purchaser partnerships
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Study Question 5: What are the common

organizational controls?
Inventory control
Goal is to ensure that inventory is just the right
size to meet performance needs, thus
minimizing the cost.
Methods of inventory control:
Economic order quantity
Just-in-time scheduling
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Study Question 5: What are the common

organizational controls?
Statistical quality control
Quality control involves checking processes,
materials, products, and services to ensure that
they meet high standards.
Statistical quality control involves:
Taking samples of work.

Measuring quality in the samples.

Determining the acceptability of results.
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