Planning and Decision Making Chapter 3 Mr. Sherpinsky Business Management Class Council Rock School District.

Slides:



Advertisements
Similar presentations
Basic Elements of Planning and Decision Making
Advertisements

Basic Elements of Planning and Decision Making
What is the most important trait that a manager needs to be successful in business? 1.The ability to perform tasks [FRONT OF THE ROOM] 2.Ability to play.
Decision Making, Learning, Creativity, and Entrepreneurship
Decision Making, Learning, Creativity, and Entrepreneurship
Problem Solving and Decision Making A situation that exists when objectives are not being met. Problem Solving The process of taking corrective.
Elements of Planning and Decision-Making
6/30/20151 Decision Making 3 Factors in decision- making.
Learning Objectives After studying this chapter, you will be able to:
A Framework for Ethical Decision Making
Consumer Decision Making
Learning Objectives After studying this chapter, you will be able to:
Management Roles, Functions, and Skills
Foundations of Business 3e
Management Roles, Functions, and Skills
Strategic Management the art and science of formulating, implementing and evaluating crossfunctional decisions that enable an organization to meet its.
McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved Marketing Research, Primary Data, Secondary Data, Qualitative Research, Quantitative.
Chapter 11 Management Skills
THE POWER-CONTROL MODEL. POWER OF CONTINGENT VARIABLES “At best, the four contingent variables (size, technology, environment and strategy) explain only.
Slide content created by Charlie Cook, The University of West Alabama Copyright © Houghton Mifflin Company. All rights reserved. Chapter Seven Basic Elements.
Strategic and operational plan. Planning it is a technical function that enables HSO to deal with present and anticipate the future. It involve deciding.
What is the most important trait that a manager needs to be successful in business? 1.The ability to perform tasks [FRONT OF THE ROOM] 2.Ability to play.
Copyright © Glencoe/McGraw-Hill Slide 1 of 12 BUSINESS MANAGEMENT Real-World Applications & Connections GLENCOE Section 10.1 What Is the Planning Process?
Part Chapter © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 1 McGraw-Hill Decision-Making Skills 1 Chapter 4.
Copyright © Glencoe/McGraw-Hill Slide 1 of 12 BUSINESS MANAGEMENT Real-World Applications & Connections GLENCOE Section 10.1 What Is the Planning Process?
PLANNING Process of deciding what objectives to pursue during a future time period and what to do to achieve those objectives. BUSI GOLDEN CHAPTER.
Welcome to Session 3 – Project Management Process Overview
Planning and Decision Making Chapter 3 EXAM Review Mr. Sherpinsky Business Management Class Council Rock School District.
BMGT – Principles of Management Nine hapter Decision Managerial Making.
BUSI 321GOLDENCHAPTER 4 DECISION PROCESS  Intelligence: Search the environment for conditions requiring a decision.  Design: Inventing, developing, and.
Lecture # 10 & 11 Chapter 5 – Managerial Decision Making.
The Role of Decision Making in Management Chapter 1.
Part Chapter © 2009 The McGraw-Hill Companies, Inc. All rights reserved. 1 McGraw-Hill Planning and Strategic Management 2 Chapter 5.
Chapter 7 FOUNDATIONS OF PLANNING © Prentice Hall,
15–1 What Is Planning? Planning Planning is choosing a goal and developing a strategy to achieve that goal.
How are decisions made in organizations?
Chapter 1 Accounting Information and Managerial Decisions.
© Farhan Mir 2007 IMS Management Thoughts & Practices MBA & BBA Lecture 6 (Decision Making the Essence of Managerial Job) By: Farhan Mir.
McGraw-Hill© 2003 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill© 2003 The McGraw-Hill Companies, Inc. All rights reserved Chapter.
Chapter 6 DECISION MAKING: THE ESSENCE OF THE MANAGER’S JOB 6.1 © 2003 Pearson Education Canada Inc.
Planning.
MG 2351 PRINCIPLES OF MANAGEMENT UNIT- II- PLANNING
 The word ‘strategy’ is derived from a Greek word ‘ strategos’, which means generalship----the actual direction of military force  Strategy is a plan.
4. Managerial Decision Making and Problem Solving Principles of Management and Applied Economics.
Ethical Decision Making , Ethical Theories
Page 1 Planning by Mrs. Belen Apostol. Page 2 Planning is the process of setting goals, developing strategies, outlining tasks and schedules to accomplish.
Managerial Decision Making CHAPTER 9. Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved. 2 Learning Objectives Explain.
PLANNING & STRATEGIC MANAGEMENT Chapter 10 Management Mrs. A
UNIT 2: Planning The Planning Process and Types of Plans.
MODULE 9 MANAGERS AS DECISION MAKERS “Decide first, then act” How do managers use information to make decisions and solve problems? What are the steps.
Health Management Dr. Sireen Alkhaldi, DrPH Community Medicine Faculty of Medicine, The University of Jordan First Semester 2015 / 2016.
MIS.
Chapter 13 Decision Making It’s all about making the right choices.
Chapter 7 FOUNDATIONS OF PLANNING 7.1© 2003 Pearson Education Canada Inc.
University of Bahrain College of Business Administration Management & Marketing Department Chapter Five: Decision Making, Learning, Creativity and Entrepreneurship.
 P lanning is an intellectual process, consicous determination of courses of action, the basing of decisions on purpose, facts and considered estimates.
Decision Making and Problem Solving
Chapter 7 FOUNDATIONS OF PLANNING © Prentice Hall,
The Decision Maker’s Environment
Planning Sreekanth N V.
Rational Decision Making 8-step Process
Foundations of Planning
Decision Making, Learning, Creativity and Entrepreneurship
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Chapter 7 FOUNDATIONS OF PLANNING © Prentice Hall,
Understanding the Management Process
Chapter 7 FOUNDATIONS OF PLANNING © Prentice Hall,
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Presentation transcript:

Planning and Decision Making Chapter 3 Mr. Sherpinsky Business Management Class Council Rock School District

Goals & Objectives 1.Define planning, and distinguish between formal and functional plans 2.Contrast strategic planning with operational planning 3.Understand different types of objectives 4.Explain how decision making differs from problem solving, and compare and contrast rational and intuitive approaches to decision making 5.Explain the decision maker’s environment and the conditions for making a decision

The Planning Process Planning: the process of deciding which objectives to pursue during a future time period and how to achieve those objectives. –Primary management function

Why Plan? Key executives in every company spend a considerable amount of time planning –Important to the success of the company!

Why Plan? Planning enables an organization to actively affect rather than passively accept the future. Planning provides a means for actively involving personnel from all areas of the organization in the management of the organization Planning can also have positive effects on performance. Planning is a mental exercise that give people experience and knowledge

Formal Planning Defined: The systematic studying of an issue and the preparation of a written document to deal with the problem. –Formal Plan: Defined: a written, documented plan developed through an identifiable process Levels of sophistication Depends on the needs and organization

Types of Planning Formal planning Functional plans Long range Short range Operational planning Strategic planning Contingency planning

Formal Planning Functional Plans –Most frequently encountered types Sales and marketing Productions Financial Personnel

Formal Planning Planning Horizons: –Short-range plans cover up- to a one-year period of time –Long-range plans cover at least a three-to-five year period of time and beyond –Intermediate plans cover the time span between short- range and long-range Usually one to three or one to five years

Operational vs. Strategic Plans Operational –Short-range planning –Focuses on forming ideas for dealing with specific functions in the company Ex: production schedules and day-to- day operations Strategic –Long-range planning –Done by highest management levels President, vice- president, chief operating officer –Affects many parts of the organization

Contingency Plans Regardless of thorough you plan, something always goes wrong…. –Remember planning is a one-sided process Contingency Plans: back up plans that address the what ifs of the management job.

Objectives Objectives: Defined: are statements outlining what a manager is trying to achieve. Objectives give an organization and its members directions and purpose. Should be clear, concise, and measurable

Objectives Long-range –Generally go beyond the organization’s current fiscal year –Must support and not conflict with the organization mission Short-range –Derived from in- depth evaluation of long-range objectives –List of priorities to achieve longer- range objectives

Types of Objectives Profit Service Employee needs Social responsibility

Objectives Scheme to Classify Objectives –Generally four (4) categories 1)Primary a)Relate to profit 2)Secondary a)Apply to specific units/departments 3)Individual a)Employees 4)Societal a)Relate to local, state, and global communities

The Planning Process MBOs (Management by Objectives) –Convert company objectives to management ones –How the manager is rated Policies –Broad general guides to action Procedures –Series of steps to meet objectives –Usually done chronologically Rules –Specific actions to take (or not to take )

Making Decisions Decision process stages –Intelligence Involves searching the environment for conditions requiring a decision –Design Involves inventing, developing, and analyzing possible courses of action –Choice Refers to the actual selection of a course of action

Making Decisions Decision Making Vs. Problem Solving –Decision making: Choosing from various alternatives –Problem solving: The process of determining the appropriate recompense or actions

Approaches to Problem Solving Optimizing approach –Recognize a need for a decision –Establish rank and weigh –Gather information and data –Identify and evaluate alternatives –Selection Limitations –May not always have clear criteria or alternatives –Assumes people can evaluate all alternatives

Approaches to Problem Solving Satisficing –Principle of bounded rationality Assumes that people have the time and cognitive ability to process only a limited amount of information Assumes knowledge of alternatives and criteria is limited Assumes people act on the basis of a simplified concept of the world Will not optimize but take the first alternative that satisfied their current level of aspiration Aspiration fluctuates upward and downward depending on the values of the most recently identified alternatives This approach looks at meeting the best possible alternative that meets the minimum standard of satisfaction

Making Decisions Decision maker’s environment Environmental factors –Manager’s position –Structure of organization –Tradition of organization –Informal and formal group structures (i.e., unions) –Superiors and subordinates

Making Decisions Intuitive approach –Using emotions to make decisions –Fastening on unsubstantiated facts and sticking with them –Being attracted to scandalous issues and heightening their significance –Pressing every fact into a moral pattern –Overlooking everything except what is immediately useful

Making Decisions Certainty –Knowing what will happen will make a decision easier Risk –Outcomes are not always known in advance –Decision making requires certain amount of risk

Making Decisions Uncertainty –No knowledge concerning the probabilities associated with outcomes Maximax and Maximin approach –Look at best alternative whose best possible outcome is best for all alternatives –Comparing to worst possible outcomes

Making Decisions Risk averting approach –Choosing an alternative with least variation among outcomes Timing –Need for a decision must be recognized –Must act at some point Participation –Two heads are better than one –Group performance is usually better than individual performance

Barriers to Decision Making Complacency –Ignoring data or not making a decision at all Defensive avoidance –Denies the importance of the danger or opportunity Panic –Frantic attempts to solve a problem Deciding to decide –Accepting responsibility for the decision

Management Information Systems Integrated approach for providing interpreted and relevant data to help make decisions –Data processing Capture, processing and storage of data MIS uses that data to produce information to make good decisions –Transaction processing system Payroll, billing inventory records Routine Highly structured decisions

Questions? Exam Next Class 100 Points –Multiple Choice –T/F –Drop box –Essay