MGMT100 Chapter Notes - Chapter 8: Myofascial Trigger Point, Participatory Planning, Scenario Planning
MGMT100: MANAGING: PEOPLE, SYSTEMS AND CULTURE, WEEK 3
Learning Outcome:
Analyse management functions in the local and international context (LO8)
Essential Question:
Given the rate of change in organisational environments, how far should planning go? Can the planning
process actually impede our ability to respond to changes? Why or why not?
Notes:
Planning:
• Planning – the process of setting objectives and determining how to accomplish them
o Involves deciding exactly what is to be accomplished and how to go about it in the most
effective way
o Plans needs to be flexible and re-evaluated often
Objectives:
• Objectives – specific results an organisation or individual wishes to achieve
o They must be measurable, quantifiable
o Working towards one common goal – need objectives on all levels of the organisation
The role of the planning function in the management process:
• Provides the guiding direction for the other important management function of organising,
controlling and leading
• Competitive advantage – what an organisation has to outperform their competitors
o Several ways managers can gain competitive advantage:
➢ Survey customers about their product and service requirements
➢ Scan the environment searching for technologies, techniques and methods that they
can modify or apply
➢ Managers can search for joint-venture partners to strength their current market
position or to diversify into other markets
Time horizons and plans:
• Short range plans – covers one year or less
• Intermediate range plans – cover one or two years
o Lower management is more likely to be involved in short and intermediate range plans
• Long range plans – look at three or more years into the future
o Top management is more likely to be involved in setting long range plans
o The entire organisation should understand the long range plans
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Document Summary
Analyse management functions in the local and international context (lo8) Planning: planning the process of setting objectives and determining how to accomplish them. Involves deciding exactly what is to be accomplished and how to go about it in the most effective way: plans needs to be flexible and re-evaluated often. Objectives: objectives specific results an organisation or individual wishes to achieve, they must be measurable, quantifiable, working towards one common goal need objectives on all levels of the organisation. Survey customers about their product and service requirements. Scan the environment searching for technologies, techniques and methods that they can modify or apply. Managers can search for joint-venture partners to strength their current market position or to diversify into other markets. Time horizons and plans: short range plans covers one year or less. Mgmt100: managing: people, systems and culture, week 3.
