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本章重點整理
8.1何謂規劃？
●規劃：定義組織目標、擬定達成目標之整體策略，以及發展全面性的計劃體系，來整合與協調組織的活動。(也重視達成目的之方法)
管理著為何要做規劃呢？
1.使成員瞭解為何而戰：可以凝聚協調一致的努力，並提供管理者與非管理者行事的方向。
2.降低不確定性對組織的衝擊：
3.可減少資源重置與浪費：
4.可以提供控制所需的標準：
規劃與績效：有規劃的組織與管理者，通常比沒規劃的表現來的好。
●以高利潤、高資產報酬等的財務表現最先考量來規劃。
●規劃的品質與計劃的適當執行，比規劃的範圍來得重要。
●外在環境往往是影響績效的癥結所在。
8.2目標與計劃
●目標：個人、團體或組織所期望逹成的結果，提供了管理決策的方向，並是衡量實際績效的指標。
●計劃：記載目標將如何達成的文件。
目標的類型
●組織過度強調單一目標，將會忽略工作中其它重要的部分。
●財務目標與組織的財務績效有關；策略目標則與組織其他功能的績效有關。
●陳述性目標：透過正式陳述，希望讓不同利害關係人都相信的組織目標。
●實際目標：組織真正追求的目標。
圖：計劃的類型
計劃的類型
●策略性計劃(strategic plans)：應用於整個組織、建立組織全面性目標的計劃，與尋找組織所處環境中的定位。
●作業性計劃(operational plans)：說明組織將如何達到全面性目標的計劃。
●短期計劃(short-term plans)：時間在一年或一年以下的計劃。
●長期計劃(long-term plans)：時間長達三年以上的計劃。
●特定性計劃(specific plans)：定義清楚而不需要多作解釋，有明確的特定目標。
●方向性計劃(directional plans)：建立一般準則的彈性計劃。
●單一性計劃(single-use plans)：滿足一個特定的需求。
●經常性計劃(standing plans)：為持續執行的計劃，提供重複活動的指導方針。包含了政策、規則和程序。(例：性騷擾防止政策)
8.3設立目標和發展計劃
設立目標的方式
●傳統目標設定法：由高階主管設定一個目標，然後再分為組織各階層的細部目標。
●傳統目標設定法之缺點：如高階管理者將目標訂的太廣，每一階層的管理者傳達目標時，會為了明確定義目標而加入自己的解釋，不知不覺會加入自己的偏見，最後往往在層層轉述中，失去了目標的明確性與整合性，如下圖。
圖：傳統目標設定法
●手段目的鏈：一種整合性的目標網，讓上下層間的目標環環相扣，而共同創造成就。
●目標管理步驟：
1.訂定組織整體目標和策略。
2.將主要目標賦予各分公司及部門單位。
3.各單位管理者共同合作設定明確的目標。
4.與所有部門成員一起設定明確目標。
5.經理人和員工共同決定達成目標的行動方案。
6.執行行動方案。
7.定期檢視進度，並回報問題點。
8.對達成目標者給予奬賞。
●目標管理法：由員工和經理人一起訂定明確的目標，並根據進度給予獎賞。
●良好目標的特色：
1.以結果而非以行動的方式呈現。
2.富挑戰性卻不好高騖遠。
3.可衡量且可量化。
4.能夠以書面方式呈現。
5.有明確的時間表。
6.傳達給所有相關成員。
●使命：組織的目標。
●目標設立的步驟：
1.回顧組織的使命。
2.衡量現有資源。
3.獨力或參考他人意見來設立目標。
4.寫出目標並且傳達給所有必要的人。
5.檢查結果以確定目標是否達成。
發展計劃：組織層級、環境的不確定性，以及未來承諾投入時間的長短將影響到規劃進行。
●組織層級：基層管理者的計劃屬作業性，高階管理者的計劃則傾向於策略性。
●環境的不確定性：當不確定性高時，計劃應該明確而有彈性。(隨時修正或放棄計劃)
●承諾的概念：要達成未來的承諾，計劃需有足夠的時間跨距。
圖：規劃與組織層級
規劃理論
●正式規劃部門：由一群規劃專員組成，負責協助訂定不同的組織目標。
●傳統規劃缺點：過度著重於發展計劃，可能充斥不必要的資料。
●另一個理論：規劃須與整個程序中更多成員產生關連。
8.4當代規劃工作的挑戰
如何在動態的環境中有效規劃？
●在動態的經營環境中，有效的規劃意味著；組織的偏平化。(發展責任下放至較低階的員工身上)
管理者如何利用環境掃瞄？
●其中一個方式是蒐集『競爭者情報(competitor intelligence)』，藉以提前掌握競爭者行動。
是非題
(X)1.組織的規劃著重在完成相標的方法而非目的。P.169
(O)2.研究顯示，有規劃的管理者總是比沒有規劃的管理者表現優異。P.170
(O)3.透過規劃建立組織的目標以及標準，使管理者得以管控其組織。P.169
(O)4.研究發現，規劃程序的品質加上計畫的適當執行才能有優良的績效，而非規劃的範圍。P.170
(X)5.操作性計畫通常是由高階層管理者所執行。P.176
(O)6.在組織從上到下執行目標時，會發現傳統的目標往往不明確也沒有一貫性。P.174
(X)7.在快速變遷的環境中，發展一套定義完整又精細的行動計畫，就可增進組織的成效。P.178
(X)8.在瞬息萬變的環境中，規劃是浪費時間的。
(O)9.當前的社會計畫對未來的成敗愈是息息相關，管理者愈要花更長的時程做規劃。
(X)10.目標管理法往往不仔細界定目標，使得管理者與員工在處理不同的情況時，有更多的彈性。P.175
選擇題：
(c)1.規劃包含定義組織的目標、建立達成目標的整體策略，以及發展全面性的計畫體系：a.好比輪到值班的就要執行該做的效能b.以決定部門管理者人選c.以整合協調組織的工作d.以建立需要完成工作的質與量。P.169
(a)2.研究顯示何者無法讓正式規劃有較高的績效？a.外在環境b.管理階層對計畫的執行c.員工對計畫的執行d.缺乏溝通。P.170
(a)3.一個人該怎麼做才能知道一個組織的真正目標？a.觀察組織成員的行動b.參加每年的股東大會c.瀏覽他們的年度報告d.看電視新聞報告。
(a)4.傳統目標在從上到下執行的過程中會發生什麼事？a.失去明確性及整體性b.整合生產力c.低階層的管理者要不斷的修正它們d.刻意保持模糊、籠統。P.174
(d)5.策略性計畫是指計畫要應用於整個組織、建立組織全面性的目標，並且：a.為股東引導組織朝最大的利潤進行b.試著符合政府所有的定，使利潤達到最大c.滿足組織不同的利害關係人d.尋求組織在所處環境中的定位。P.172
(d)6.操作(作業)性計畫詳述細節是關於：a.哪個部門要執行哪一種功能性過程以完成目標b.要生產哪種產品需要哪種材料c.何時該生產哪一種產品模型d.如何達到全面性目標。P.172
(a)7.方向性計畫是：a.建立一般準則的彈性計畫b.設立明確方向要管理者遵行的嚴謹計畫c.提供如何組裝產品的正式計畫d.讓員工改變生產進度 的一般性計畫。P.173
(d)8.經常性計 畫是持續性的 計畫，它提供：a.如何完成事情的一般性指引b.利害關係人確立的目標也是組織致力要達成的目標c.股東確立的目標也是組織致力要 達成的目標d.重複活動的指導方針。(中文版課本內容無)
(b)9.策略性計畫含括一個較廣的組織層面，包括目標的形成，而操作性目標則定義為：a.擴張組織利潤到最大b.達成目標的方法c.在艱困時期將裁員人數降到最小d.提供最有效的生產方法。P.172
(b)10.由於組織階層扁平化，設立目標、擬訂計畫的責任就：a.移轉到組織的中階層b.移轉到組織的最基層c.由正式的規劃部門扛起d.加添在財政部門上。P.179
問答題：
1.試解釋研究所指出：規劃與績效間的關係。
(X)5.操作性計畫通常是由高階層管理者所執行。P.176
(O)6.在組織從上到下執行目標時，會發現傳統的目標往往不明確也沒有一貫性。P.174
(X)7.在快速變遷的環境中，發展一套定義完整又精細的行動計畫，就可增進組織的成效。P.178
(X)8.在瞬息萬變的環境中，規劃是浪費時間的。
(O)9.當前的社會計畫對未來的成敗愈是息息相關，管理者愈要花更長的時程做規劃。
(X)10.目標管理法往往不仔細界定目標，使得管理者與員工在處理不同的情況時，有更多的彈性。P.175
選擇題：
(c)1.規劃包含定義組織的目標、建立達成目標的整體策略，以及發展全面性的計畫體系：a.好比輪到值班的就要執行該做的效能b.以決定部門管理者人選c.以整合協調組織的工作d.以建立需要完成工作的質與量。P.169
(a)2.研究顯示何者無法讓正式規劃有較高的績效？a.外在環境b.管理階層對計畫的執行c.員工對計畫的執行d.缺乏溝通。P.170
(a)3.一個人該怎麼做才能知道一個組織的真正目標？a.觀察組織成員的行動b.參加每年的股東大會c.瀏覽他們的年度報告d.看電視新聞報告。
(a)4.傳統目標在從上到下執行的過程中會發生什麼事？a.失去明確性及整體性b.整合生產力c.低階層的管理者要不斷的修正它們d.刻意保持模糊、籠統。P.174
(d)5.策略性計畫是指計畫要應用於整個組織、建立組織全面性的目標，並且：a.為股東引導組織朝最大的利潤進行b.試著符合政府所有的定，使利潤達到最大c.滿足組織不同的利害關係人d.尋求組織在所處環境中的定位。P.172
(d)6.操作(作業)性計畫詳述細節是關於：a.哪個部門要執行哪一種功能性過程以完成目標b.要生產哪種產品需要哪種材料c.何時該生產哪一種產品模型d.如何達到全面性目標。P.172
(a)7.方向性計畫是：a.建立一般準則的彈性計畫b.設立明確方向要管理者遵行的嚴謹計畫c.提供如何組裝產品的正式計畫d.讓員工改變生產進度 的一般性計畫。P.173
(d)8.經常性計 畫是持續性的 計畫，它提供：a.如何完成事情的一般性指引b.利害關係人確立的目標也是組織致力要達成的目標c.股東確立的目標也是組織致力要 達成的目標d.重複活動的指導方針。(中文版課本內容無)
(b)9.策略性計畫含括一個較廣的組織層面，包括目標的形成，而操作性目標則定義為：a.擴張組織利潤到最大b.達成目標的方法c.在艱困時期將裁員人數降到最小d.提供最有效的生產方法。P.172
(b)10.由於組織階層扁平化，設立目標、擬訂計畫的責任就：a.移轉到組織的中階層b.移轉到組織的最基層c.由正式的規劃部門扛起d.加添在財政部門上。P.179
問答題：
1.試解釋研究所指出：規劃與績效間的關係。
Explain what studies have shown about the relationship between planning and performance.
It should be noted that one cannot say that organizations that formally plan always outperform those that don’t plan.
However, studies have indicated that formal planning is often associated with positive financial results. Generally, performance is also higher in those organizations where planning is present. And, when higher performance is not the result of formal planning, often the reason is due to something in the external environment. Finally, studies indicate that at least four years of formal planning are necessary before performance is affected.
2.規劃如何受權變因素影響？
It should be noted that one cannot say that organizations that formally plan always outperform those that don’t plan.
However, studies have indicated that formal planning is often associated with positive financial results. Generally, performance is also higher in those organizations where planning is present. And, when higher performance is not the result of formal planning, often the reason is due to something in the external environment. Finally, studies indicate that at least four years of formal planning are necessary before performance is affected.
2.規劃如何受權變因素影響？
Discuss the contingency factors that affect planning.
The first contingency factor is a manager’s level in the organization. Typically, lower-level managers are operational planners, while upper-level managers are strategic planners. Second, with environmental uncertainty, plans should be specific, but flexible. And third, the length of future commitments can greatly affect planning.
3.在動態環境中管理者如何有效規劃？
The first contingency factor is a manager’s level in the organization. Typically, lower-level managers are operational planners, while upper-level managers are strategic planners. Second, with environmental uncertainty, plans should be specific, but flexible. And third, the length of future commitments can greatly affect planning.
3.在動態環境中管理者如何有效規劃？
Describe how managers can effectively plan in today’s
dynamic environment.
Environmental uncertainty is a constant. Therefore, managers should develop plans that are specific yet remain flexible. If managers recognize that planning is an ongoing process, then when a dynamic environment is encountered, managers can adapt readily.
Another way to assist with planning is to craft an organizational hierarchy that is relatively flat. Allowing lower level managers to set goals and develop plans is an effective way to deal with a dynamic environment.
4.在未來，規劃對管理者的重要性會增加還是減少？為什麼？
dynamic environment.
Environmental uncertainty is a constant. Therefore, managers should develop plans that are specific yet remain flexible. If managers recognize that planning is an ongoing process, then when a dynamic environment is encountered, managers can adapt readily.
Another way to assist with planning is to craft an organizational hierarchy that is relatively flat. Allowing lower level managers to set goals and develop plans is an effective way to deal with a dynamic environment.
4.在未來，規劃對管理者的重要性會增加還是減少？為什麼？
Will planning become more or less important to managers in the future? Why?
Planning will become more important to managers in the future because of the uncertainty in an increasingly dynamic environment.
Planning will become more important to managers in the future because of the uncertainty in an increasingly dynamic environment.
Changes constantly occur in both the general and specific environments of organizations, and many of these changes take place rapidly. Planning helps managers cope with the uncertainty by forcing managers to look
ahead, anticipate change, consider the impact of the change, and develop appropriate responses.
5.如果規劃真是如此重要，為什麼某些管理者不做規劃？你要如何規勸這些管理者？
ahead, anticipate change, consider the impact of the change, and develop appropriate responses.
5.如果規劃真是如此重要，為什麼某些管理者不做規劃？你要如何規勸這些管理者？
If planning is so crucial, why do some managers choose not to do it? What would you tell these managers?
Managers may choose not to devote time to planning because they do not know how to plan or feel that they do not have the necessary time.
Others may say that planning is a waste of time, that the future is going to happen whether or not they plan. However, these reasons do not discount the importance of planning. Every manager should engage in planning.
6.試解釋規劃影響明日決策執行的可能狀況程度。
Managers may choose not to devote time to planning because they do not know how to plan or feel that they do not have the necessary time.
Others may say that planning is a waste of time, that the future is going to happen whether or not they plan. However, these reasons do not discount the importance of planning. Every manager should engage in planning.
6.試解釋規劃影響明日決策執行的可能狀況程度。
Explain how planning involves making decisions today that will have an impact later.
As managers plan, they make decisions that influence how activities are organized, how employees are managed, and what control mechanisms are implemented. As managers look to the future by planning, the decisions they make as they plan will have an impact on their other managerial activities.
7.非營利組織 ( 如美國癌症學會 ) 與營利為目的 ( 如可口可樂 ) 的組織差異為何？
As managers plan, they make decisions that influence how activities are organized, how employees are managed, and what control mechanisms are implemented. As managers look to the future by planning, the decisions they make as they plan will have an impact on their other managerial activities.
7.非營利組織 ( 如美國癌症學會 ) 與營利為目的 ( 如可口可樂 ) 的組織差異為何？
How might planning in a not-for-profit organization such as the American Cancer Society differ from planning in a for-profit organization such as Coca-Cola?
The process of planning is similar, but the content of the plans will differ.
The types of objectives that are established and the plans that are formulated will be influenced by the fact that a not-for-profit organization does not have profit as its major objective. However, a not-for-profit organization must devote efforts and resources to planning how to raise funds and to recruit volunteers to achieve its mission.
8.你個人喜歡哪一種規劃理論？試依廣度 ( 策略性vs. 作業性 )、時間幅度 ( 短期vs. 長期 )、明確度 ( 方向性規劃vs. 特定事件 )、使用的頻繁度 ( 單一事件vs. 經常使用 ) 來分析。
The process of planning is similar, but the content of the plans will differ.
The types of objectives that are established and the plans that are formulated will be influenced by the fact that a not-for-profit organization does not have profit as its major objective. However, a not-for-profit organization must devote efforts and resources to planning how to raise funds and to recruit volunteers to achieve its mission.
8.你個人喜歡哪一種規劃理論？試依廣度 ( 策略性vs. 作業性 )、時間幅度 ( 短期vs. 長期 )、明確度 ( 方向性規劃vs. 特定事件 )、使用的頻繁度 ( 單一事件vs. 經常使用 ) 來分析。
What types of planning do you do in your personal life?
Describe these plans in terms of being (a) strategic or operational, (b) short term or long term, and (c) specific
or directional.
Students’ responses to this question will, of course, vary. Students may mention their planning to meet educational and career goals. Encourage your students to think about their everyday lives and the types of daily,
weekly, monthly, and yearly planning they do.
9.Peter Drucker為管理學巨擘，以SMART方式設定目標 [ 特定性 (specific)、可衡量性 (measureable)、可達成性 (attainable)、關聯性 (relevant)、時間性 (time-bound) ]，這些在今日的環境下仍適用嗎？請討論。
or directional.
Students’ responses to this question will, of course, vary. Students may mention their planning to meet educational and career goals. Encourage your students to think about their everyday lives and the types of daily,
weekly, monthly, and yearly planning they do.
9.Peter Drucker為管理學巨擘，以SMART方式設定目標 [ 特定性 (specific)、可衡量性 (measureable)、可達成性 (attainable)、關聯性 (relevant)、時間性 (time-bound) ]，這些在今日的環境下仍適用嗎？請討論。
The late Peter Drucker, an eminent management author, coined the SMART format for setting goals back in
1954: S (specific), M (measurable), A (attainable), R (relevant), and T (time-bound). Are these still relevant
today? Discuss.
Of all of the material presented in this chapter, most students will readily recall this acronym for goal setting. These qualities from Drucker have remained basically unaltered and have been cited in numerous texts and
studies. As a part of student discussion, try to find other application for Drucker’s work in this area beyond the management of employees. What about for school children? Volunteers working for a community program?
10.許多公司的目標是成為對環境更友善的公司，其中一項措施是減少紙的浪費。請自選一家公司，你自己擔任該專案的主持人，請設立目標並發展計畫，並準備書面資料對你的主管簡報 ( 亦即課堂上的教授 )。
1954: S (specific), M (measurable), A (attainable), R (relevant), and T (time-bound). Are these still relevant
today? Discuss.
Of all of the material presented in this chapter, most students will readily recall this acronym for goal setting. These qualities from Drucker have remained basically unaltered and have been cited in numerous texts and
studies. As a part of student discussion, try to find other application for Drucker’s work in this area beyond the management of employees. What about for school children? Volunteers working for a community program?
10.許多公司的目標是成為對環境更友善的公司，其中一項措施是減少紙的浪費。請自選一家公司，你自己擔任該專案的主持人，請設立目標並發展計畫，並準備書面資料對你的主管簡報 ( 亦即課堂上的教授 )。
Many companies have a goal of becoming more environmentally sustainable. One of the most important steps
they can take is controlling paper waste.
they can take is controlling paper waste.
Choose a company— any type, any size. You’ve been put in charge of creating a program to do this for your company. Set goals and develop plans. Prepare a report for your boss (that is, your professor) outlining these goals and plans.
It should also be stressed to students that plans must be accepted by top management and as well as employees at lower levels if it is to be effectively implemented. Have students discuss the difficulty of implementing a plan such as this across levels. How could students increase buy-in of the plan? How would such a plan be ultimately
evaluated to determine its success? Using criteria discussed in the previous question, have students check that their goals match the SMART format.
It should also be stressed to students that plans must be accepted by top management and as well as employees at lower levels if it is to be effectively implemented. Have students discuss the difficulty of implementing a plan such as this across levels. How could students increase buy-in of the plan? How would such a plan be ultimately
evaluated to determine its success? Using criteria discussed in the previous question, have students check that their goals match the SMART format.
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NTUT101年度上學期 (5)
