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Engr. Mgt 211 Managing Engineering

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Title: Engr. Mgt 211 Managing Engineering


1
Engr. Mgt 211 Managing Engineering Technology
  • Chapter 5
  • Planning Systems

2
What is planning?
  • Planning is defining organizational goals,
    establishing a strategy for reaching those goals,
    and developing a comprehensive hierarchy of
    plans to integrate and coordinate activities.

3
Types of plans
Managers classify plans according to their
breadth (strategic vs. operational) and time
frame
  • Strategic vs Operational
  • Establish overall objectives
  • Specify details of how objectives are achieved
  • Short, Intermediate and Long-term

4
Strategic Verses Operational plans
1. Upper-level managers develop strategic plans
that apply to the entire organization, establish
overall objective, and position the organization
within its environment
5
Strategic Verses Operational plans
2. Lower-level managers focus on operational
plans that specify how the overall objectives
will be achieved. These plans differ in time
frame and scope
6
Strategic Verses Operational plans
3. Operational plans are limited in scope and are
measured daily, weekly or monthly strategic
plans are broader, less specific and encompass
five or more years
7
Short, Intermediate, and Long Term Plans
  • The short-term covers less than one year
  • 2) Intermediate-term covers one to five years
  • 3) The long term normally covers five or more
    years

8
Planning in an Uncertain Environment
  • Why managers plan?
  • Planning gives direction
  • Reduces impact of change
  • Minimizes waste and redundancy
  • Sets standards for control

9
Planning in an Uncertain Environment
  • Formalized and strategic planning is popular in
    business, but critics have observed the
    following
  • Planning creates too much rigidity
  • You cant plan for change in a turbulent
    environment
  • Systems cant replace intuition and creativity
  • Planning focuses to much on todays environment
  • Organizations may become preoccupied with factors
    responsible for current success

10
Planning in an Uncertain Environment
  • The bottom line Does planning improve
    organizational performance ?

11
Does Planning Improve Performance?
  • Financial results
  • Contingency planning
  • Quality and implementation
  • Insight and creativity
  • Environmental concerns

12
Defining Organizations Purpose
  • Mission Statements defines organizations
    purpose and provides guidance to managers and
    employees. Answers such questions as
  • What business are we in?
  • What are we trying to accomplish?
  • Focuses an organizations strengths into a
    competitive advantage

13
Creating Strategies
  • Types of Strategies
  • Growth
  • Stability
  • Retrenchment
  • Combination

14
Creating Strategies
  • SWOT Analysis (Strengths, Weaknesses,
    Opportunities, Threats)
  • Identify external opportunities and threats
  • Identify organizations strengths and weaknesses
  • Choose a niche

15
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16
Strategic Framework
  • Michael Porter asserts that no firm can be all
    things to all people ( so dont try)
  • Competitive advantage
  • Capability or circumstance that gives an
    organization an edge over its rivals
  • Cost leadership strategy
  • Differentiation strategy
  • Focus strategy

17
Implementing a Strategy7 S Model
  • Strategy
  • Super-ordinate goals
  • Skills
  • Structure
  • Systems
  • Style
  • Staff

18
Implementing a Strategy
Structure
Systems
Strategy
Superordinate Goals
Style
Skills
Staff
19
Importance of Sustaining a Competitive Advantage
  • Long-term success requires that the strategy be
    sustainable despite changing technology, fickle
    customers, and increasing competition

20
Sustaining a Competitive Advantage
  • Project Management
  • Entrepreneurship
  • Multiple Objectives
  • Effective Time Management

21
Project Management
  • Getting the activities done on time, within
    budget, and according to specifications
  • Project Planning Process
  • Objectives, activities and resources, establish
    sequencing, time estimate, project completion
    time, compare objectives, determine resource
    requirements
  • Role of Project Manager

22
Entrepreneurship
  • Process by which individuals pursue
    opportunities, fulfilling needs and wants through
    innovation, without regard to the resources they
    currently control

23
Are You an Entrepreneurial Type?
  • Entrepreneurial personality
  • High need for achievement, strong belief that you
    control your destiny and desire to take moderate
    risks
  • Not contented in typical large corporations
  • Challenges of starting own business mesh well
    with personality

24
How Entrepreneurs and Traditional Managers Differ
  • The entrepreneurs strategy is driven by
    perceived opportunity rather then available
    resources
  • Only after identifying an opportunity and
    developing a plan for exploiting it does he or
    she worry about resources

25
Objectives Use Misuse
  • Objectives or goals refer to desired outcomes for
    individuals, groups or entire organization
  • Organizations have Multiple objectives
  • Real vs Stated Objectives
  • Value of Objectives Goal setting theory

26
Management by Objectives
  • Identify key tasks
  • Establish specific and challenging goals
  • Specify deadline
  • Have employee actively participate
  • Prioritize goals
  • Rate goals
  • Build in feedback mechanisms
  • Line rewards to goal attainment

27
The Downside of Objectives
  • Goal setting should be on-going, and goals should
    be regularly reviewed and updated. In addition,
    individuals should be rewarded for setting
    difficult goals, even if they are not fully
    achieved.

28
Time Management Skills
  • Time is a scarce resource
  • Response time vs discretionary time
  • Analyze how time is spent
  • Very important, important, not so important,
    unimportant
  • Very urgent, urgent, not urgent, time not a factor

29
Effective Time Management Skills
  • Five steps list objectives, rank objectives,
    list activities needed, assign priorities,
    schedule accordingly
  • 10-90 principle
  • Know productivity cycle
  • Parkinsons law
  • Group less important activities
  • Minimize disruptions
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