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8/2/2019 Cor Plan Report (1)
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* Criteria for Effective Goals
* Planning Types and Performance
Prepared by:Zyra M. Pono
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Specific and measurable. When possible, goals shouldbe expressed in quantitative terms, such as increasingprofits by 2 percent.
Cover key result areas. Goals cannot be set for everyaspect of employee behavior or organizationalperformance; if they were, their sheer number wouldrender them meaningless.
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Challenging but realistic. Goals should be challengingbut not unreasonably difficult.
Defined time period. Goals should specify the timeperiod over which they will be achieved.
Linked to rewards. The ultimate impact of goalsdepends on the extent to which salary increases,
promotions, and awards are based on goalachievement.
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Purpose of planning and goal setting is to help theorganization achieve high performance.
1. Management by Objectives (MBO)2. Single-use Plans
3. Standing Plans
4. Contingency (or scenario) Plans
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Is a method whereby managers and employeesdefine goals for every department, project, andperson and use them to monitor subsequentperformance.
4 major activities:
1. Set goals
2. Develop action plans
3. Review progress
4. Appraise overall performance
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Step 1: Set Goals
Take Corrective Action
Review Progress
Step 3: Review Progress
Appraise Performance
Step 4: Appraise Overall Performance
Action Plans
Step 2: Develop Action Plans
Corporate Strategic Goals Departmental Goals Individual Goals
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Benefits of MBO Problems with MBO
1. Manager and employee efforts
are focused on activities that will
lead to goal attainment.
1. Constant change prevents MBO from
taking hold.
2. Performance can be improved at
all company levels.2. An environment of poor employer-
employee relations reduces MBO
effectiveness.
3. Employees are motivated. 3. Strategic goals may be displaced byoperational goals.
4. Departmental and individual
goals are aligned with companygoals.
4. Mechanistic organizations and values
that discourage participation canharm the MBO process.
5. Too much paperwork saps MBO
energy.
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Plans that are developed to achieve a set of goals that
are unlikely to be repeated in the future.
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SINGLE-USE PLANS
Program Plans for attaining a one-time organizational goal
Major undertaking that may take several years to complete
Large in scope; may be associated with several projects
Examples: Building a new headquarters
Converting all paper files to digital
Project Also a set of plans for attaining a one-time goal
Smaller in scope and complexity than a program; shorter timehorizon
Often one part of a larger program
Examples: Renovating the office
Setting up a company intranet
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Ongoing plans that are used to provide guidance for
tasks performed repeatedly within the organization.
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STANDING PLANS
Policy Broad in scopea general guide to action
Based on organizations overall goals/strategic plan
Defines boundaries within which to make decisions
Examples: Drug-free workplace policies
Sexual harassment policies
Rule Narrow in scope
Describes how a specific action is to be performed
May apply to specific setting
Example: No-smoking rule in areas of plant where hazardous materials are stored
Procedure Sometimes called a standard operating procedure (SOP)
Defines a precise series of steps to attain certain goals
Examples: Procedures for issuing refunds
Procedures for handling employee grievances
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Plans that define company responses to specificsituations, such as emergencies, setbacks, orunexpected conditions.
Crisis Management Planning
A special type of contingency plan.
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STAGES OF CRISIS MANAGEMENT
Prevention
Build relationships
Detect signals from environment.
Preparation
Designate crisis management team and spokesperson.
Create detailed crisis management plan.
Set up effective communications system.
Containment
Rapid response: Activate the crisis management plan.
Get the awful truth out.
Meet safely and emotional needs.
Return to business.
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End of Report
THANK YOU!!!