Presentation is loading. Please wait.

Presentation is loading. Please wait.

Chapter 3 Performance Management and Strategic Planning Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-1.

Similar presentations


Presentation on theme: "Chapter 3 Performance Management and Strategic Planning Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-1."— Presentation transcript:

1 Chapter 3 Performance Management and Strategic Planning Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-1

2 Overview  Definition and Purposes of Strategic Planning  Linking Performance Management to the Strategic Plan Strategic PlanningStrategic Planning Developing Strategic Plans at the Unit LevelDeveloping Strategic Plans at the Unit Level Job DescriptionsJob Descriptions Individual and Team PerformanceIndividual and Team Performance  Building Support Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-2

3 Strategic Planning: Definition Process Process Describe the organization’s destinationDescribe the organization’s destination Assess barriersAssess barriers Select approaches for moving forwardSelect approaches for moving forward Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-3

4 Strategic Planning: Goal Allocate resources to provide the organization with competitive advantage Allocate resources to provide the organization with competitive advantage Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-4

5 Strategic Planning: Purposes Help define the organization’s identity Help define the organization’s identity Help the organization prepare for the future Help the organization prepare for the future Enhance the ability to adapt to environmental change Enhance the ability to adapt to environmental change Provide focus and allow for better allocation of resources Provide focus and allow for better allocation of resources Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-5

6 Strategic Planning: Purposes (Continued) Produce an organizational culture of cooperation Produce an organizational culture of cooperation Allow for the consideration of new options and opportunities Allow for the consideration of new options and opportunities Provide employees with information to direct daily activities Provide employees with information to direct daily activities Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-6

7 Strategic Planning : Overview 1. Environmental Analysis 2. Mission 3. Vision 4. Goals 5. Strategies Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-7

8 Environmental Analysis Identifies external and internal trends To understand broad industry issues To understand broad industry issues To make decisions using “big picture” context To make decisions using “big picture” context Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-8

9 External Trends Opportunities: Opportunities: Environmental characteristics that can help the organization succeedEnvironmental characteristics that can help the organization succeed Threats: Threats: Environmental characteristics that can prevent the organization from being successfulEnvironmental characteristics that can prevent the organization from being successful Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-9

10 External Trends— Factors to Consider Economic Economic Political/Legal Political/Legal Social Social Technological Technological Competitors Competitors Customers Customers Suppliers Suppliers Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-10

11 Internal Trends Strengths: Strengths: Internal characteristics that the organization can use for its advantageInternal characteristics that the organization can use for its advantage Weaknesses: Weaknesses: Internal characteristics that can hinder the success of the organizationInternal characteristics that can hinder the success of the organization Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-11

12 Internal Trends— Factors to Consider Organizational structure Organizational structure Organizational culture Organizational culture Politics Politics Processes Processes Size Size Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-12

13 Gap Analysis Analyzes: External environment (opportunities and threats) vis-à-vis Internal environment (strengths and weaknesses) Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-13

14 Gap Analysis Determines:  Opportunity + Strength = Leverage  Opportunity + Weakness = Constraint  Threat + Strength = Vulnerability  Threat + Weakness = Problem Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-14

15 Strategic Planning for the Organization Environmental and Gap Analyses provide information for organizations to decide:  Who they are  What they do Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-15

16 Mission A good mission statement answers: Why does the organization exist? Why does the organization exist? What is the scope of the organization’s activities? What is the scope of the organization’s activities? Who are the customers served? Who are the customers served? What are the products or services offered? What are the products or services offered? Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-16

17 Mission Statement contains: Information on an organization’s  Basic product/service to be offered  Primary market/customer groups  Unique benefits and advantages of product/services  Technology to be used  Concern for survival through growth and profitability Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-17

18 Mission Statement May Contain: Information on an organization’s values and beliefs  Managerial philosophy  Public image sought by organization  Self-concept of business adopted by Employees Employees Stockholders Stockholders Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-18

19 Vision Statement of future aspirations Statement of future aspirations Focuses attention on what is important Focuses attention on what is important Provides context for evaluating Provides context for evaluating OpportunitiesOpportunities ThreatsThreats Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-19

20 A Good Vision Statement: Eight Characteristics 1. Brief 2. Verifiable 3. Bound by a Timeline 4. Current Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-20

21 A Good Vision Statement: Eight Characteristics (Continued) 5. Focused 6. Understandable 7. Inspiring 8. A stretch Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-21

22 Purposes for Setting Goals Formalize expected achievements Formalize expected achievements Provide motivation Provide motivation Provide tangible targets Provide tangible targets Provide the basis for good decisions Provide the basis for good decisions Provide the basis for performance measurement Provide the basis for performance measurement Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-22

23 Strategies Create strategies, game plans or “How to” procedures to address issues of: Create strategies, game plans or “How to” procedures to address issues of: GrowthGrowth SurvivalSurvival TurnaroundTurnaround StabilityStability InnovationInnovation LeadershipLeadership Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-23

24 How the HR Function Contributes: Communicate knowledge of strategic plan Communicate knowledge of strategic plan Provide knowledge of KSAs needed for strategy implementation Provide knowledge of KSAs needed for strategy implementation Propose reward systems Propose reward systems Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-24

25 Strategic Plans at the Unit Level Every Unit mission statement, vision statement, goals, and strategies Every Unit mission statement, vision statement, goals, and strategies Must clearly align with and be congruent with the Organization’s mission statement, vision statement, goals, and strategies the Organization’s mission statement, vision statement, goals, and strategies Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-25

26 Alignment of Strategic Plan with Performance Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-26 Job Description Tasks, KSAs Individual and Team Performance Results, Behaviors, Developmental Plan Organization’s Strategic Plan Mission, Vision, Goals, Strategies Unit’s Strategic Plan Mission, Vision, Goals, Strategies Critical to involve all levels of management Critical to involve all employees

27 Strategic Consensus Definition: The state in which various organizational units agree on a common set of strategic priorities Definition: The state in which various organizational units agree on a common set of strategic priorities Predicts firm performancePredicts firm performance Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-27

28 Two Ways to Achieve Strategic Consensus Strategies  Goals Strategies  Goalsvs. Goals  Strategies Goals  Strategies Strategies  Goals better predicts firm performanceStrategies  Goals better predicts firm performance Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-28

29 Job Descriptions Tasks and KSAs are congruent with Organization and Unit strategic plans. Tasks and KSAs are congruent with Organization and Unit strategic plans. Activities described support mission and vision of Organization and Unit. Activities described support mission and vision of Organization and Unit. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-29

30 Individual and Team Performance Organization and Unit mission, vision, goals lead to:  Performance management system, which: Motivates employees Motivates employees Aligns development plans with organization priorities Aligns development plans with organization priorities Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-30

31 Strategic Plan  Six Choices in PM System Design 1. Criteria (Behavior vs. Results) 2. Participation (Low vs. High) 3. Temporal Dimension (Short Term vs. Long Term) Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-31

32 Strategic Plan  Six Choices in PM System Design (Continued) 4. Level of Criteria (Individual vs. Team/Group) 5. System Orientation (Developmental vs. Administrative) 6. Rewards (Pay for Performance vs. Tenure/Position) Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-32

33 Building Support— Answering “What’s in It for Me?” For top management support: For top management support: Emphasize that PM helps carry out an organization’s visionEmphasize that PM helps carry out an organization’s vision For support from all levels: For support from all levels: Clearly communicate nature and consequences of PMClearly communicate nature and consequences of PM Involve employees in the process of PM design and implementationInvolve employees in the process of PM design and implementation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-33

34 Quick Review  Definition and Purposes of Strategic Planning  Linking Performance Management to the Strategic Plan Strategic PlanningStrategic Planning Developing Strategic Plans at the Unit LevelDeveloping Strategic Plans at the Unit Level Job DescriptionsJob Descriptions Individual and Team PerformanceIndividual and Team Performance  Building Support Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-34

35 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-35


Download ppt "Chapter 3 Performance Management and Strategic Planning Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 3-1."

Similar presentations


Ads by Google