MindMap Gallery Management Chapter 6·7 Planning Mind Map
Regarding the planning mind map of Chapter 6 and 7 of Management, it includes the concept, nature, type, preparation process of planning, the relationship between planning and decision-making, strategic environment analysis, strategic plan selection, organizational implementation of the plan, etc.
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This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
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Management Chapter 6
i. planning concept
i. Noun: refers to the management document expressed in the form of words, indicators, etc., about the direction, content and method of action of the organization and different departments and members within the organization within a certain period of time in the future.
ii. Verb: Refers to action arrangements such as further decomposing tasks and goals in the two dimensions of time and space in advance in order to achieve the goals determined by decision-making, choosing how to achieve tasks and goals, specifying progress, checking and controlling action results, etc.
ii. planning and decision-making
i. Differences from each other: different problems solved
ii. Interconnected: Decision-making is the premise of planning, and planning is the logical continuation of decision-making; decision-making provides the basis for planning, and planning provides implementation guarantee for decision-making.
iii. nature of plan
i. Planned work serves to achieve organizational goals: further accomplishing organizational goals in the time and space dimensions
ii. Planning work is the bridge to management work and the basis for organization, leadership, control and innovation: there is a clear path to action
iii. Planning work is universal and orderly: it is the function of all managers and requires a vertically hierarchical and horizontally collaborative order.
iv. Planning work should pursue efficiency: measure the cost by "contribution", pay attention to coordination and economy, and choose the best method at the lowest cost
iv. planning process
iv.1. Determine goals: refers to desired results
iv.2. Recognize the present: study the external environment, opponents, and own strengths
iv.3. Study the past: deduce the conclusion through deduction; deduce the major premise through induction
iv.4. Anticipate and effectively determine important prerequisites for planning: Use the Delphi method to hypothesize unknown conditions
iv.5. Formulate and select a feasible action plan: including three parts: formulation, evaluation and selection
iv.5.1. Formulate: Innovate with brainstorming and synecdoche to create more plans
iv.5.2. Evaluation: Starting from qualitative and quantitative aspects (constraints must be considered, overall benefit assessment must be used, tangible and intangible factors must be considered, and benefits and losses must be considered)
iv.5.3. Select: Choose the best one or more
iv.6. Develop major plans: formalize them in writing
iv.7. Develop a spin-off plan: scalable to develop multiple new businesses
iv.8. Make a budget and use it to digitize your plan: easy for business control
v. type of plan
v.1. The length of time
v.1.1. Long-term plan: describes organizational direction and approach
v.1.2. Short-term planning: focus on the recent actions of each department
v.2. functional space
v.2.1. Business plan: long-term is business investigation and development; short-term is business specific arrangements
major plans of the organization
v.2.2. Financial planning: studies to promote business activities from the provision of capital
v.2.3. Personnel planning: ensuring human resources
Serve business plan
v.3. Comprehensive degree
v.3.1. Strategic planning: aiming at long-term goals and focusing on collective coordinated development
v.3.2. Tactical plan: Tactical emphasizes that short-term action plans of various departments serve the strategy and are its implementation.
v.4. clarity
v.4.1. Specific analysis: have clear goals
v.4.2. Guiding analysis: only point out the key points and give actors greater discretion
v.5. degree of programming
v.5.1. Procedural planning: similar problems occur frequently and can be solved through past experience
v.5.2. Non-Procedural Planning: Uncommon problems that require adjustments to solve
Management Chapter 7
strategic environment analysis
i. External general environment [day]
i. Economic environment, political environment, natural environment, technological environment, social and cultural environment
ii. Industry environment [place]
i. Research on competition among existing enterprises; research on new entrants; research on substitute producers; research on the bargaining power of buyers; research on the bargaining power of suppliers
iii. Competitor [that]
i. ① Enterprises that are not in the industry but can overcome barriers to enter; ② Enterprises that can create synergy effects by entering the industry; ③ Enterprises that naturally enter the industry; ④ Buyers or suppliers that enter the industry through backward and forward integration
iv. The enterprise itself [self]
i. Basic activities: input logistics, production operations, output logistics, marketing and sales. Serve
ii. Ancillary activities: corporate infrastructure, human resource management, technology development, procurement
v. Customers (target market)
i. Overall market analysis: Need to define targeting and demand geographies
ii. Market segmentation: divided into several customer groups with different characteristics
iii. Determination of target market (three indicators to evaluate its market): market segment size and growth status; attractiveness of market segment structure; enterprise goals and resource status
iv. Product positioning: customer-centered, satisfying the target market
strategic plan choices
i. basic strategy
i. Cost leadership: Emphasis on lowest cost production
ii. Featured Advantages: Meet customer needs and make them feel important
iii. Targeting: Selecting a market segment or a group of markets and serving them
Reveal how companies create value for customers
ii. Growth Strategy I (Intra-company expansion)
ii.1. integrated strategy
ii.1.1. Forward integration: companies strengthen control over distributors and retailers
ii.1.2. Backward integration: companies strengthen control over suppliers
ii.1.3. Horizontal integration: companies strengthen control over competitors
ii.2. Diversification Strategy
ii.2.1. Concentric diversification: the company adds new products and services that are related to the original business
ii.2.2. Horizontal diversification: A company provides existing customers with new products or services that are unrelated to the original business.
ii.2.3. Hybrid diversification: a company adds new products or services that are unrelated to its original business
ii.3. enhanced strategy
ii.3.1. Market Penetration: Companies increase market share through marketing
ii.3.2. Market development: companies introduce existing products or services into new markets
ii.3.3. Product development: companies improve sales by changing products and services
iii. Growth Strategy II (Expansion outside the enterprise)
iii.1. Strategic alliance: cooperation between enterprises to utilize resources from each other
iii.2. Virtual operations: companies outsource non-expertise projects
iii.3. Selling core products: Enterprises concentrate a few advantages and then sell them to other producers for further processing through market transactions.
Coordinate and integrate multiple technologies
iv. defense strategy
iv.1. Shrinkage strategy: cost reduction and corporate restructuring
iv.2. Divestment strategy: Get rid of unfit businesses
iv.3. Liquidation strategy: A company sells all or parts of its assets in order to realize the value of its tangible assets.
Use retreat to advance, use detours to be direct
Organization and implementation of plans
i. management by objectives
i.1. Basic ideas of management by objectives
i.1.1. ①Convert tasks into goals
i.1.2. ② Management by objectives is a procedure that determines respective responsibilities
i.1.3. ③Complete everyone’s sub-goals
i.1.4. ④ Carry out self-management based on goals
i.1.5. Use sub-goals as the basis for assessment, rewards and punishments
i.2. nature of goal
i.2.1. Hierarchy; network; diversity; assessability; acceptability; challenging; accompanied by information feedback
i.3. The process of management by objectives
i.3.1. Set goals - clarify the role of the organization - implement goals - evaluate results - implement rewards and punishments - set new goals and conduct a new goal management cycle
ii. rolling planning method
ii.1. ① Organically combine long-term, medium-term and short-term plans to avoid uncertain results
ii.2. ②Make strategic planning and implementation more realistic
ii.3. ③ Strengthen the flexibility of the plan and improve the organization's adaptability
iii. network planning technology
iii.1. Network diagrams are the basis of network planning techniques
iii.2. ①Can make overall arrangements and consider comprehensively
iii.3. Save resources and speed up progress
iii.4. Ability to evaluate in advance the likelihood of achieving goals
iii.5. Easy to organize and control, easy to operate
Responsibility is the criterion that guides business and measures contribution
floating theme