Page 176 - Fundamentals of Management Myths Debunked (2017)_Flat

CHAPTER 5 • Foundations of Planning 175
in the industry you’re interested in. Look at trends and 5-10 “The concept of competitive advantage is as
projections. You might want to check out the informa- important for not-for-profit organizations as it is for
tion the Bureau of Labor Statistics provides on job for-profit organizations.” Do you agree or disagree
prospects. Once you have all this information, write with this statement? Explain, using examples to make
a specific career action plan. Outline five-year career your case.
goals and what you need to do to achieve those goals.

MyManagementLab

Go to mymanagementlab.com for the following Assisted-graded writing questions:

5-11 Will planning become more or less important to man- 5-13 MyManagementLab Only – comprehensive writing
agers in the future? Why? assignment for this chapter.
5-12 How could the Internet be helpful to managers as they
follow the steps in the strategic management process?

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Management Skill Builder bEInG A GooD GoAl

sETTER

It’s been said that if you don’t know where you’re going, any road will get you there. It has also been said that
the shortest distance between two points is a straight line. These two “adages” emphasize the importance of
goals. Managers are typically judged on their ability to achieve goals. If individuals or units in the organiza-
tion lack goals, there can be no direction or unity of effort. So successful managers are good at setting their
own goals and helping others set goals.

PERSOnAL InvEnTORy ASSESSMEnT P I A PERSONAL
INVENTORY
ASSESSMENT
Tolerance of Ambiguity scale

Managers often have to deal with ambiguous situations, which can make planning very
challenging. In this PIA, you’ll assess your level of tolerance for ambiguity.

Skill Basics • Establish measurable, specific, and challenging goals for
each key task. Identify the level of performance expected
In addition to your own focus on goals, employees should of each employee. Specify the target toward which the
also have a clear understanding of what they’re attempt- employee is working.
ing to accomplish. Managers have the responsibility to help
employees with this understanding as they set work goals. You • Specify the deadlines for each goal. Putting deadlines on
can be more effective at helping employees set goals if you use each goal reduces ambiguity. Deadlines, however, should
the following eight suggestions: not be set arbitrarily. Rather, they need to be realistic given
the tasks to be completed.
• Identify an employee’s key job tasks. Goal setting begins
by defining what it is that you want your employees to • Allow the employee to participate actively. When
accomplish. The best source for this information is each employees participate in goal setting, they’re more likely to
employee’s job description.