管理学留学生作业：教您如何规划

管理学留学生essay：学会如何规划

团体需求所产生的问题

 

一个团体是由不同的个体组成的，他们有不同的需求：如爱好和生活方式。但是，也存在一些共同的需求：如卫生，新鲜的空气，干净的水，公共的娱乐场所，访问服务等等。为了确保这些基本需求得到满足,团体资源被有效而公平地使用，需要进行某些形式的总体规划。在一些商业机构中，为了使其更好地成长而制定一些规定是必要的。没有规定企业就无法正常运行。

 

什么是规划？

 

规划是一个-

 

为一个计划制定一系列明确行动的行为；“规划往往比行动本身更有乐趣。”

 

拟定计划或为一些项目和公司设计的行为或过程。

 

对于正在发生的事理性思考，知道自己该做什么的过程；“他对于退休的规划被许多不确定因素阻碍。”

 

定义

 

管理的主要作用包括制定一个或几个详细的计划，去实现一个存在于欲望或是需求与可以用资源之间的最佳平衡状态。规划的过程明确了要达到的目的或目标，制定了为实现目标而用的战略，安排和发明了途中需要的物资，工具，方向，监视器，确保一步步按照理想顺序而走。

 

管理的简介和重要性

 

管理学是一门兼具科学与艺术的统整性学科。艺术的方面表现在使人们在脱离你的情况下比之前更有效率地工作。科学的方面在你如何去实现它。有四个基本支柱：规划，组织，目标化和监控。

 

管理是一种-

 

规划

 

组织资源

 

领导

 

控制和协调

 

规划的重要性

 

PEST分析文章中指定的几个要素会影响你的企业，需要被编入企业规划程序中。最好的企业将企业规划看做是一个持续的工作，制定长期目标，短期目标和终极目标。它们都很重要，通过定期检测来确定目标是否实现。将定期检测的计划实行结果写进企业规划中可能会对企业发展有所帮助。

 

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#分页标题#e#

 

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

 

什么是规划-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.

 

管理的简介和重要性-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.

 

使规划更有效的七大步骤-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.

 

战略规划-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#分页标题#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#分页标题#e#

 

MAXIMISE PROFIT 利润最大化

 

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 成长

 

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 商业战略