1. PowerPoint Presentation to Accompany Chapter 8 of Management Fundamentals Canadian Edition Schermerhorn  Wright
Prepared by: Michael K. McCuddy
Adapted by: Lynda Anstett & Lorie Guest
Published by: John Wiley & Sons Canada, Ltd.

2. 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 Fundamentals - Chapter 8

3. 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 Fundamentals - Chapter 8

4. Study Question 1: How do managers plan?
Steps in the planning process:
Define your objectives.
Determine where you stand vis-à-vis objectives.
Develop premises regarding future conditions.
Analyze and choose among action alternatives.
Implement the plan and evaluate results.
Management Fundamentals - Chapter 8

5. Management Fundamentals - Chapter 8
Figure 8.1 The roles of planning and controlling in the management process.
Management Fundamentals - Chapter 8

6. 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

7. Figure 8.2 A sample means-ends chain for total quality management.
Management Fundamentals - Chapter 8

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 Fundamentals - Chapter 8

9. 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 Fundamentals - Chapter 8

10. 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.
Management Fundamentals - Chapter 8

11. 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.
Management Fundamentals - Chapter 8

12. 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.
Management Fundamentals - Chapter 8

13. 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 Fundamentals - Chapter 8

14. 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 organization’s flexibility and preparation for future shocks.
Management Fundamentals - Chapter 8

15. 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.
Management Fundamentals - Chapter 8

16. 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.
Management Fundamentals - Chapter 8

17. 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.
Management Fundamentals - Chapter 8

18. Management Fundamentals - Chapter 8
Figure 8.3 How participation and involvement help build commitments to plans.
Management Fundamentals - Chapter 8

19. 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 Fundamentals - Chapter 8

20. 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.
Management Fundamentals - Chapter 8

21. Figure 8.4 Four steps in the control process.
Management Fundamentals - Chapter 8

22. 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.
Management Fundamentals - Chapter 8

23. 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.
Management Fundamentals - Chapter 8

24. 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
Management Fundamentals - Chapter 8

25. 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
Management Fundamentals - Chapter 8

26. 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.
Management Fundamentals - Chapter 8

27. 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.
Management Fundamentals - Chapter 8

28. 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.
Management Fundamentals - Chapter 8

29. Management Fundamentals - Chapter 8
Figure 8.5 The role of feedforward, concurrent, and feedback controls in organizations.
Management Fundamentals - Chapter 8

30. 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.
Management Fundamentals - Chapter 8

31. 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.
Management Fundamentals - Chapter 8

32. Management Fundamentals - Chapter 8
Figure 8.6 Management by objectives as an integrated planning and control framework.
Management Fundamentals - Chapter 8

33. 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.
Management Fundamentals - Chapter 8

34. 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.
Management Fundamentals - Chapter 8

35. 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
Management Fundamentals - Chapter 8

36. 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.
Management Fundamentals - Chapter 8

37. Study Question 5: What are the common organizational controls?
Advantages of MBO
Focuses workers on most important tasks and objectives.
Focuses supervisor’s efforts on important areas of support.
Contributes to relationship building.
Gives workers a structured opportunity to participate in decision making.
Management Fundamentals - Chapter 8

38. 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.
Management Fundamentals - Chapter 8

39. 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.
Management Fundamentals - Chapter 8

40. Study Question 5: What are the common organizational controls?
Employee discipline systems
Progressive discipline ties reprimands to the severity and frequency of the employee’s infractions.
Progressive discipline seeks to achieve compliance with the least extreme reprimand possible.
Management Fundamentals - Chapter 8

41. 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.
Management Fundamentals - Chapter 8

42. 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
Management Fundamentals - Chapter 8

43. Figure 8.7 Graphical approach to break-even analysis.
Management Fundamentals - Chapter 8

44. 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
Management Fundamentals - Chapter 8

45. 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
Management Fundamentals - Chapter 8

46. 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.
Management Fundamentals - Chapter 8

47. COPYRIGHT
Copyright © 2007 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.