管理學留學生essay：學會如何規劃

團體需求所產生的問題

 

一個團體是由不同的個體組成的，他們有不同的需求：如愛好和生活方式。但是，也存在一些共同的需求：如衛生，新鮮的空氣，干凈的水，公共的娛樂場所，訪問服務等等。為了確保這些基本需求得到滿足,團體資源被有效而公平地使用，需要進行某些形式的總體規劃。在一些商業機構中，為了使其更好地成長而制定一些規定是必要的。沒有規定企業就無法正常運行。

 

什么是規劃？

 

規劃是一個-

 

為一個計劃制定一系列明確行動的行為；“規劃往往比行動本身更有樂趣。”

 

擬定計劃或為一些項目和公司設計的行為或過程。

 

對于正在發生的事理性思考，知道自己該做什么的過程；“他對于退休的規劃被許多不確定因素阻礙。”

 

定義

 

管理的主要作用包括制定一個或幾個詳細的計劃，去實現一個存在于欲望或是需求與可以用資源之間的最佳平衡狀態。規劃的過程明確了要達到的目的或目標，制定了為實現目標而用的戰略，安排和發明了途中需要的物資，工具，方向，監視器，確保一步步按照理想順序而走。

 

管理的簡介和重要性

 

管理學是一門兼具科學與藝術的統整性學科。藝術的方面表現在使人們在脫離你的情況下比之前更有效率地工作。科學的方面在你如何去實現它。有四個基本支柱：規劃，組織，目標化和監控。

 

管理是一種-

 

規劃

 

組織資源

 

領導

 

控制和協調

 

規劃的重要性

 

PEST分析文章中指定的幾個要素會影響你的企業，需要被編入企業規劃程序中。最好的企業將企業規劃看做是一個持續的工作，制定長期目標，短期目標和終極目標。它們都很重要，通過定期檢測來確定目標是否實現。將定期檢測的計劃實行結果寫進企業規劃中可能會對企業發展有所幫助。

 

Issues facing the needs of a community

 

A community is made up of individuals with different needs, interests and lifestyles. Some needs, however, are common to all: sanitation, fresh air, clean water, open space for recreation, access to services, and so on. Some form of overall planning is necessary to make sure these basic needs are met and community resources are used effectively and equitably.#p#分頁標題#e#

 

In any business organization paling is necessary to grow his business. Without planning business can not run very well.

 

什么是規劃-What is planning?

 

Planning is a -

 

an act of formulating a program for a definite course of action; "the planning was more fun than the trip itself"

 

the act or process of drawing up plans or layouts for some project or enterprise

 

the cognitive process of thinking about what you will do in the event of something happening; "his planning for retirement was hindered by several uncertainties"

 

Definition

 

Basic management function involving formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources. The planning process identifies the goals or objectives to be achieved, formulates strategies to achieve them, arranges or creates the means required, and implements, directs, and monitors all steps in their proper sequence.

 

管理的簡介和重要性-Introduction and importance of management:

 

Management is both art and science. It is the art of making people more effective than they would have been without you. The science is in how you do that. There are four basic pillars: plan, organize, direct, and monitor.

 

Management is a-

 

Planning, 

 

Organizing resources 

 

Leading,

 

Controlling, or coordinating, 

 

The Importance of Planning

 

Any of the factors identified in the PEST analysis article (see link at bottom of page) could impact upon your business and need to be incorporated into the business planning process. The best businesses see business planning as a continuous activity setting both long-term and short-term goals and objectives. Both are important, as is regular monitoring to determine if goals and objectives are being met. At regular intervals it might be helpful to write down the results of that planning process into a business plan. This will give you a defined course of action for the business.

 

Where a business is on top of its planning, it becomes a very straightforward process to summarise the different elements into a written plan for a third party such as a bank. In the same way that a balance sheet gives a snapshot of the current financial position, a business plan should give a snapshot of the planning process.

 

Effective planning allows you to be more pro-active and less reactive - to concentrate more on fire prevention than on fire fighting.

 

使規劃更有效的七大步驟-Seven steps to effective planning

 

As with everything, it helps to take a step by step approach. The following list identifies the steps necessary to effective planning:

 

Vision - what do you want to achieve? Where does this fit into the 'big picture'?

 

Inventory - assess the situation. What might help or hinder your efforts?

 

Challenge - accept the challenge and define and set realistic goals. Without goals, things drift.

 

Timetable - work out a definite programme, including a plan of action, complete with deadlines.

 

Overheads - estimate the cost of your budget, in terms not just of cash but also of time and materials.

 

Roll it out - implement the plan and commit to the achievement of the goals.

 

You are there - but remember to keep checking how far you have travelled down the route to your goals.

 

戰略規劃-Strategic planning

 

Strategic planning is the process through which an organization defines its strategy, direction as well as makes decisions to allocate its resources. On the other hand, Operational planning is a subset of strategic work plan. It defines the short term methods of achieving the strategic objectives set while strategic planning is done.

 

Strategic planning is proactive in nature and spans over a long time periods usually 10 years or so. On the other hand, operational planning is also proactive but changes are made to it depending on the current requirements. They are relative short term in nature, spanning a time period of 1-3 years.

 

Strategic planning is the formal planning for the future course and defines the following:

 

- What do we do?

 

- For whom we do it?

 

- How do we succeed?

 

First Stage of Strategic Planning may involve:à Futures Thinking

 

Thinking about what the business might need to do 10-20 years ahead Strategic Intents

 

Thinking about key strategic themes that will inform decision making

 

"The thicker the planning document, the more useless it will be"

 

The Vision

 

Communicating to all staff where the organisation is going and where

 

it intends to be in the future

 

Allows the firm to set goals

 

Operational planning

 

On the other hand, operational planning defines the following:

 

- Where are we now?

 

- Where do we want to be?

 

- How do we get there?

 

- How do we measure our progress?

 

Strategic Plan Process

 

Strategic planning is creating a vision of the future and managing toward that pectancy. It's operating under a mission statement umbrella that focuses the organization's effort.  It's an effective process for aligning your short-term decisions with your long-term goals.

 

Strategic planning answers the three big questions:

 

Where are we today?

 

Where do we want to be in the future?

 

What should we be focused on today, in order to make it more likely we will be where we want to be in the future?

 

It is a simple process with an incredible power to energize your organization and bridge the gap between long-term vision and day-to-day tactics. Having answered the big three questions the team than creates action plans that start them moving in that direction - now! Now means today, this week, this month, and this quarter.

 

The team planning process is as valuable as the plan it produces. (Some argue even more important.) Once in a while a CEO will try to save their company time and effort by sitting down and creating a vision, mission, strategy, and set of goals. Such plans are usually pretty good, after all the CEO is intelligent and highly intuitive. As an alternative, the CEO sometimes hires a consulting firm to develop a plan. The hard truth is that the best plan is one that actually gets implemented. That is why a plan developed by the implementation team will always beat a plan imposed on the implementation team. If you are in the midst of a short term crisis such as an all out push to get a new product out the door you should wait until every member of the planning team won't be distracted during the two day process.

 

On the other hand if you are in a protracted crisis - months and months - then the planning meeting is an excellent opportunity to take a few steps back and triage the situation. Perhaps the only way out of crisis mode is to invest in changing the status quo through an upgrade of the infrastructure, entering a new market, creating a new product, developing a competitive strategy, replacing a team member in over their head, increasing the equity base, getting out of legacy products, markets, customers, or people.  #p#分頁標題#e#

 

Time is short and resources typically limited when you're in crisis. You get fewer chances to get it right. It is important to reestablish what the vision, mission, strategy is so you not only solve today's problems but start building long-term value.

 

Strategic planning is not about predicting the future, reading crystal balls, or calling some psychic hotline. Strategic planning is asking the people who's actions will create the future what they want that future to be.  Where do you want to be in five years?

 

Not where do you think you'll be.

 

Not where do you forecast you'll be.

 

Where do you want to be.

 

Perhaps no one has ever asked the question before?  Once the team identifies where they want to be they ask the next big question. What has to change in order for us to get there? Those changes are articulated as a small set of strategic goals with implementation plans that start immediately. While we talk about where we want to be in three to five years the focus on the plan is on what we are going to do during the next 1 - 12 months to get us there.

 

Goal and objective of planning

 

Survival

 

Break even

 

Make a profit

 

Maximize profit

 

Growth

 

SURVIVAL

 

Survival planning is nothing more than realizing something could happen that would put you in a survival situation and, with that in mind, taking steps to increase your chances of survival. Thus, survival planning means preparation.

 

BREAK-EVEN

 

Break-even analysis is a technique widely used by production management and management accountants. It is based on categorising production costs between those which are "variable" (costs that change when the production output changes) and those that are "fixed" (costs not directly related to the volume of production).

 

Total variable and fixed costs are compared with sales revenue in order to determine the level of sales volume, sales value or production at which the business makes neither a profit nor a loss (the "break-even point").

 

Profit = TR - TC ( TOTAL REVENUE -TOTAL COST )

 

MAKE A PROFIT 盈利

 

It has yet to make a profit, but that, says co-founder Arthur Maxfield, has never been the main driver for the West Sussex business. Its raison d'être, he says, has always been to provide a revenue stream for charities and to recycle unwanted books rather than see them sent to landfill.#p#分頁標題#e#

 

MAXIMISE PROFIT 利潤最大化

 

In economics, profit maximisation is the process by which a firm determines the price and output level that returns the greatest profit. There are several approaches to this problem. The total revenue-total cost method relies on the fact that profit equals revenue minus cost, and the marginal revenue-marginal cost method is based on the fact that total profit in a perfectly competitive market reaches its maximum point where marginal revenue equals marginal cost.

 

GROWTH 成長

 

A- internally : Increse the set of turn over, has money to get more profit to growth of comapany and that's called organic groth .

 

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B- externally :Business growth as a result of a merger, a takeover, or through a partnership with another organization

 

Business strategy 商業戰略