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CHAPTER 7
PLANNING AND GOAL SETTING
CHAPTER OUTLINE
Does Goal Setting Fit Your Management Style?
I. Goal-Setting and Planning Overview
A. Levels of Goals and Plans
B. The Organizational Planning Process
II. Goal-Setting in Organizations
A. Organizational Mission
B. Goals and Plans
C. Align Goals Using a Strategy Map
New Manager Self-Test: Your Approach to Studying
III. Operational Planning
A. Criteria for Effective Goals
B. Management by Objectives (MBO)
C. Single-Use and Standing Plans
IV. Benefits and Limitations of Planning
V. Planning for a Turbulent Environment
A. Contingency Planning
B. Building Scenarios
C. Crisis Planning
VI. Innovative Approaches to Planning
A. Set Stretch Goals for Excellence
B. Use Performance Dashboards
C. Deploy Intelligence Teams
ANNOTATED LEARNING OBJECTIVES

After studying this chapter, students should be able to:
1. Define goals and plans and explain the relationship between them.
A goal is a desired future state that the organization attempts to realize. A plan is a blueprint for
goal achievement and specifies the necessary resource allocations, schedules, tasks, and other
actions. The term planning usually incorporates both ideas and means determining the
organization’s goals and defining the means for achieving them.
2. Explain the concept of organizational mission and how it influences goal setting and
planning.
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.
120 • Chapter 7
The overall planning process begins with a mission statement, which describes the organization’s
reason for existence. The mission describes the organization’s values, aspirations and reason for
being. A well-defined mission is the basis for development of all subsequent goals and plans.
Without a clear mission, goals and plans may be developed haphazardly and not take the
organization in the direction it needs to go. Because of mission statements, employees,
customers, suppliers, and stockholders know the company’s stated purpose and values.
Categorize the types of goals an organization should have.
3. Within the organization there are three levels of goals: strategic, tactical, and operational.
• Strategic goals are broad statements of where the organization wants to be in the future.
Strategic goals pertain to the organization as a whole and are the stated intentions of what the
organization wants to achieve.
• Tactical goals define the results that major divisions and departments within the organization
must achieve. Tactical goals apply to middle management and describe what major subunits
must do in order for the organization to achieve its overall goals.
• Operational goals describe specific results expected from departments, work groups, and
individuals. Operational goals are precise and measurable.
4. Explain how managers use strategy maps to align goals.
A strategy map is a visual representation of the key drivers of an organization’s success and
shows how specific goals and plans in each area are linked. Strategy maps provide a powerful
way for managers to see the cause-and-effect relationships among goals and plans. Managers
use the strategy map to align operational goals with tactical goals and to align tactical goals with
strategic goals.
5. Define the characteristics of effective goals.
Organizational goals at the strategic, tactical, and operational levels should: be specific and
measurable; cover key result areas; be challenging but realistic; include a defined time period;
and be linked to rewards.
6. Describe the four essential steps in the management by objectives (MBO) process.
Management-by-objectives (MBO) is a method whereby managers and employees define goals

for every department, project, and person and use them to control subsequent performance. Four
major activities must occur in order for MBO to be successful.
• Setting goals. This is the most difficult step in MBO. A good goal should be concrete and
realistic, provide a specific target and time frame, and assign responsibility. Goals may be
quantitative or qualitative. Goals jointly derived by mutual agreement between employee
and supervisor create the strongest commitment to achieving goals.
• Developing action plans. An action plan defines the course of action needed to achieve the
stated goals. Action plans are made for both individuals and departments.
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Planning and Goal Setting • 121
• Reviewing progress. A periodic progress review is important to ensure that action plans are
working. This periodic checkup allows managers and employees to determine if they are on
target or if corrective action is necessary. The point of MBO is to achieve goals. The action
plan can be changed whenever goals are not being met.
• Appraising overall performance. The final step in MBO is to determine if annual goals have
been achieved for both individuals and departments. Success or failure to achieve goals can
become part of the performance appraisal system and the designation of salary increases and
other rewards. The appraisal of departmental and overall corporate performance shapes
goals for the coming year.
The MBO cycle repeats itself on an annual basis. The specific application of MBO must fit the
needs of each company.
7. Compare and contrast single-use plans and standing plans.
Single-use plans are developed to achieve a set of goals that are not likely to be repeated in the
future. Single-use plans typically include both programs and projects. A program is a plan for
attaining an important, one-time organizational goal. A project is also designed to achieve a
one-time goal, but generally is short-term and has narrow objectives.
Standing plans are ongoing plans that are used to provide guidance for tasks performed
repeatedly within the organization. The primary standing plans are organizational policies, rules,
and procedures. Standing plans generally pertain to such matters as employee illness, absences,
smoking, discipline, hiring, and dismissal.
8. Discuss the benefits and limitations of planning.
The benefits of planning include:

• Goals and plans provide a source of motivation and commitment. Planning can reduce
uncertainty for employees and clarify what they should accomplish.
• Goals and plans guide resource allocation. Planning helps managers decide where they need
to allocate resources, such as employees, money, and equipment.
• Goals and plans are a guide to action. Planning focuses attention on specific targets and
directs employee efforts toward important outcomes.
• Goals and plans set a standard of performance. Because planning and goal setting define
desired outcomes, they also establish performance criteria so managers can measure whether
things are on or off track.
The limitations of planning include:

• Goals and plans can create a false sense of certainty. Having a plan can give managers a
false sense that they know what the future will be like.
• Goals and plans may cause rigidity in a turbulent environment. A related problem is that
planning can lock the organization into specific goals, plans, and time frames, which may no
longer be appropriate.
• Goals and plans can get in the way of intuition and creativity. Success often comes from
creativity and intuition, which can be hampered by too much routine planning.
122 • Chapter 7
9. Describe contingency planning, scenario building, and crisis planning, and explain the
importance of each for today’s managers.
Contingency plans define company responses to be taken in the case of emergencies, setbacks, or
unexpected conditions. Contingency planning enables managers to identify important factors in
the environment and develop plans. They respond quickly to be somewhat proactive, even in an
uncertain and dynamic environment, rather than simply being buffeted about by events.
Scenario building involves looking at current trends and discontinuities and visualizing future
possibilities. Managers use historical data to develop reasonable expectations for the future and
to mentally rehearse different potential future scenarios based on anticipating varied changes that
could affect the organization.
Crisis planning includes two essential stages: crisis prevention and crisis preparation. The crisis
prevention stage involves activities of managers to prevent crises and detect warning signs of
potential crises. The crisis preparation stage includes all the detailed planning to handle a crisis
when it occurs, and appointing a crisis management team and spokesperson. The team should be
able to immediately implement the crisis management plan, so training and practice are
important. At this point it becomes critical for the organization to speak with one voice so that
employees, customers, and the public do not get conflicting stories about what happened and
what the organization is doing about it. After ensuring the physical safety of people, the next
focus should be on responding to the emotional needs of employees, customers, and the public.
Organizations should also strive to give people a sense of security and belonging.
10. Identify innovative planning approaches that managers use in a fast-changing environment.
• Set stretch goals for excellence. Stretch goals get people to think in new ways that can lead
to bold, innovative breakthroughs.
• Use performance dashboards. Performance dashboards help executives keep track of key
performance metrics, and help all employees track progress toward goals, see when things
are falling short, and find innovative ways to get back on course toward reaching specified
targets.
• Deploy intelligence teams. An intelligence team is a cross-functional group of managers and
employees, usually led by a competitive intelligence professional, who work together to gain
a deep understanding of specific business issue, with the aim of presenting insights,
possibilities, and recommendations about goals and plans related to that issue. Intelligence
teams are useful when the organization confronts a major intelligence challenge.
LECTURE OUTLINE
DOES GOAL SETTING FIT YOUR MANAGEMENT STYLE?
Most organizations have goal setting and review systems that new managers use. Not everyone
thrives under a disciplined goal-setting system, but setting goals and assessing results are tools
that can enhance a new manager’s impact. This exercise helps students determine the extent to
which they have already adopted the disciplined use of goals in their lives and in their work.
I. GOAL-SETTING AND PLANNING OVERVIEW
A goal is defined as a desired future state that the organization attempts to realize. Goals are
important because they define the purpose of an organization. A plan is a blueprint for goal
achievement and specifies the necessary resource allocations, schedules, tasks, and other
actions. Goals specify future ends; plans specify today’s means. The word planning usually
incorporates both ideas; it means determining the organization’s goals and defining the
means for achieving them.
A. Levels of Goals and Plans Exhibit 7.1
1. Top managers are responsible for establishing strategic goals and plans that reflect a
commitment to both organizational efficiency and effectiveness. Tactical goals and
plans are the responsibility of middle managers. Operational plans identify the
specific procedures or processes needed at lower levels of the organization. Frontline
managers and supervisors develop operational plans that focus on specific tasks and
processes and that help meet tactical and strategic goals.
2. Planning at each level supports the other levels.
Discussion Question #5: A new business venture must develop a comprehensive business plan to
borrow money to get started. Companies such as FedEx and Nike say they did not follow the
original plan closely. Does that mean that developing the plan was a waste of time for these
eventually successful companies?
NOTES________________________________________________________________________
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______________________________________________________________________________
B. The Organizational Planning Process Exhibit 7.2
1. The overall planning process prevents managers from thinking merely in terms of
day-to-day activities.
2. The planning process includes five steps: develop the plan; translate the plan into
action; lay out operational factors needed to achieve goals; execute the plan; and
monitor and review plans to learn from results and shift plans as needed.
II. GOAL-SETTING IN ORGANIZATIONS
A. Organizational Mission Exhibit 7.3
124 • Chapter 7
1. At the top of the goal hierarchy is the mission—the organization’s reason for
existence—that describes the organization’s values, aspirations, and reason for being.
2. The formal mission statement is a broadly stated definition of purpose that

distinguishes the organization from others of a similar type. The content often
focuses on the market and customers, and identifies desired fields of endeavor. Some
mission statements describe company characteristics such as corporate values,
product quality, location of facilities, and attitude toward employees.
B. Goals and Plans
1. Strategic goals are broad statements describing where the organization wants to be in
the future. Sometimes called official goals, they pertain to the entire organization
rather than to specific divisions or departments. Strategic plans define the action
steps by which the company intends to attain strategic goals. A strategic plan is a
blueprint that defines organizational activities and resource allocations. Strategic
planning tends to be long term.
2. Tactical goals are the results that major divisions and departments within the
organization intend to achieve. Tactical goals apply to middle management and
describe what major subunits must do for the organization to achieve its overall goals.
Tactical plans define what major departments and organizational subunits will do to
implement the organization’s strategic plan. They tend to be for a shorter time
period.
3. Operational goals are the specific results expected from departments, work groups,
and individuals. Operational plans are developed at the lower levels of the
organization to specify action plans toward achieving operational goals and to support
tactical plans.
C. Align Goals Using a Strategy Map Exhibit 7.4
1. Effectively designed organizational goals are aligned into a hierarchy in which the
achievement of goals at lower levels permits the attainment of higher-level goals.
Operational goals lead to the achievement of tactical goals, which lead to the
attainment of strategic goals. Organizational performance is an outcome of how well
these interdependent elements are aligned, so that individuals, teams, departments,
and so forth are working in concert to attain specific goals that ultimately help the
organization achieve high performance and fulfill its mission.
2. Strategy maps are visual representations of the key drivers of an organization’s

success and show how specific goals and plans in each area are linked. They provide
a powerful way for managers to see the cause-and-effect relationships among goals
and plans.
Discussion Question #3: One of the benefits of a strategy map is that goals and how they are
linked can be communicated clearly to everyone in the organization. Does a minimum-wage
maintenance worker in a hospital really need to understand any goals beyond keeping the place
clean? Discuss.
NOTES________________________________________________________________________
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______________________________________________________________________________
NEW MANAGER SELF-TEST: YOUR APPROACH TO STUDYING
A student’s approach to studying may be a predictor of his or her planning approach as a new
manager. An important part of a new manager’s job is to plan ahead, which involves grasping
the bigger picture. This exercise helps students identify their approaches to studying as being
focused on either the current details or the big picture.
III. OPERATIONAL PLANNING
A. Criteria for Effective Goals Exhibit 7.5
1. Specific and measurable. When possible, goals should be expressed in quantitative

terms. Vague goals tend not to motivate employees.
2. Defined time period. Goals should specify the time period over which they will be
achieved. A time period is a deadline on which goal attainment will be measured.
3. Cover key result areas. Key result areas are those items that contribute most to
company’s performance. Key result areas should include both internal and external
customers.
4. Challenging but realistic. The best quality programs start with extremely ambitious
goals that challenge employees to meet high standards. When goals are unrealistic,
they set employees up for failure and lead to decreasing employee morale. If goals
are too easy, employees may not feel motivated. Stretch goals are extremely
ambitious but realistic goals that challenge employees to meet high standards.
5. Linked to rewards. The impact of goals depends on the extent to which salary
increases, promotions, and other rewards are based on goal achievement. People who
attain goals should be rewarded.
B. Management by Objectives (MBO) Exhibit 7.6
1. Management by objectives (MBO) is a method whereby managers and employees

define objectives for every department, project, and person and use them to monitor
subsequent performance. Four major activities must occur in order for MBO to be
successful.
a. Set goals. Setting goals is the most difficult step in MBO and should involve
employees at all levels. A good goal should be concrete and realistic, provide a
126 • Chapter 7
specific target and time frame, and assign responsibility. Mutual agreement
between employee and supervisor creates the strongest commitment to achieving
goals.
b. Develop action plans. An action plan defines the course of action needed to
achieve the stated goals. Action plans are made for both individuals and
departments.
c. Review progress. A periodic progress review is important to ensure that action

plans are working. This review allows managers and employees to see if they are
on target and if corrective action is needed.
d. Appraise overall performance. The final step in MBO is to evaluate whether

annual goals have been achieved for both individuals and departments. Success
or failure to achieve goals can be part of the performance appraisal system and the
designation of salary increases and other rewards.
Exhibit 7.7
2. The benefits of the MBO process can be many. Corporate goals are more likely to be
achieved when they focus on manager and employee efforts. Problems with MBO
occur when the company faces rapid change. The environment and internal activities
must have some stability for performance to be measured against goals.
3. Management by means (MBM), focuses attention on the methods and processes

used to achieve goals. MBM is based on the idea that when managers pursue their
activities in the right way, positive outcomes will result. MBM focuses people on
considering the means rather than just on reaching the goals.
Discussion Question #4: The MBO technique has been criticized for putting too much emphasis
on achieving goals (ends) and not enough on the methods that people use to achieve them
(means). Do you think this is a flaw in the technique, or in the way managers apply it? How
would you place a balanced emphasis on ends and means?
NOTES_______________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
C. Single-Use and Standing Plans Exhibit 7.8
1. Single-use plans are developed to achieve objectives that are not likely to be repeated
in the future. Single-use plans include both programs and projects.
2. Standing plans are used to provide guidance for tasks performed repeatedly within
the organization. The primary standing plans are organizational policies, rules, and
procedures. Many companies are discovering a need to develop standing plans
regarding the use of social media.
Discussion Question #1: What strategic plans could the college or university at which you are
taking this management course adopt to compete for students in the marketplace? Would these
plans depend on the school’s goals?
NOTES_______________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
IV. BENEFITS AND LIMITATIONS OF PLANNING
A. Benefits of Planning
1. Goals and plans provide a source of motivation and commitment. Planning can
reduce uncertainty for employees and clarify what they should accomplish.
2. Goals and plans guide resource allocation. Planning helps managers decide where
they need to allocate resources, such as employees, money, and equipment.
3. Goals and plans are a guide to action. Planning focuses attention on specific targets
and directs employee efforts toward important outcomes.
4. Goals and plans set a standard of performance. Because planning and goal setting
define desired outcomes, they also establish performance criteria so managers can
measure whether things are on or off track.
B. Limitations of Planning
1. Goals and plans can create a false sense of certainty. Having a plan can give
managers a false sense that they know what the future will be like.
2. Goals and plans may cause rigidity in a turbulent environment. A related problem is
that planning can lock the organization into specific goals, plans, and time frames,
which may no longer be appropriate.
3. Goals and plans can get in the way of intuition and creativity. Success often comes
from creativity and intuition, which can be hampered by too much routine planning.
V. PLANNING FOR A TURBULENT ENVIRONMENT
A. Contingency Planning
1. Contingency plans define company responses to be taken in the case of emergencies

or setbacks. Contingency plans cover such situations as catastrophic decreases in
sales or prices, and loss of important managers.
128 • Chapter 7
2. Managers forecast a range of alternative responses to the most likely high-impact

contingencies, focusing on the worst case.
Discussion Question #7: Assume that Southern University decides to (1) raise its admission
standards and (2) initiate a business fair to which local townspeople will be invited. What types
of plans might it use to carry out these two activities?
NOTES________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
B. Building Scenarios
1. Scenario building involves looking at current trends and discontinuities and

imagining possible alternative futures to build a framework with which unexpected
future events can be managed.
2. With scenario building, a broad base of managers mentally rehearses different

scenarios based on anticipating the varied changes that could impact the organization.
Scenarios are like stories that offer alternative vivid pictures of what the future will
look like and how managers will respond. Typically, two to five scenarios are
developed for each set of factors, ranging from the most optimistic to the most
pessimistic view.
C. Crisis Planning Exhibit 7.9
1. Crisis Prevention
a. Although unexpected events and disasters will happen, managers should do

everything they can to prevent crises. A critical part of the prevention stage is
building trusting relationships with key stakeholders such as employees,
customers, suppliers, governments, unions, and the community.
b. By developing favorable relationships, managers can often prevent crises from

happening and respond more effectively to those that cannot be avoided. Good
communication helps managers identify problems early so they do not turn into
major issues.
2. Crisis Preparation
a. Preparation includes designating a crisis management team and spokesperson,

creating a detailed crisis management plan, and setting up an effective
communications system. Some companies are setting up crisis management
offices, with high-level leaders who report direction to the CEO.
b. The crisis management team is a cross-functional group of people who are

designated to swing into action if a crisis occurs. They are closely involved in
creating the crisis management plan they will implement if a crisis occurs. A
spokesperson should be designated.
c. The crisis management plan is a detailed written plan that specifies the steps to be
taken, and by whom, if a crisis occurs. The plan should include the steps for
dealing with various types of crises, such as natural disasters like fires or
earthquakes, normal accidents like economic crises or industrial accidents, and
abnormal events such as product tampering or acts of terrorism. The plan should
be a living, changing document that is regularly reviewed, practiced, and updated
as needed.
Discussion Question #2: From the information provided in the chapter example, identify how
Western Digital Thailand used both the prevention and the preparation stages of crisis planning.
NOTES_______________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Discussion Question #9: Some people say an organization could never be “prepared” for a
disaster such as the shooting at Sandy Hook Elementary School, the Japan nuclear disaster, or
the huge BP oil spill in the Gulf of Mexico. Discuss the potential value of crisis planning in
situations like these, even if the situations are difficult to plan for.
NOTES_______________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Discussion Question #6: How do you think planning in today’s organizations compares to
planning 25 years ago? Do you think planning becomes more important or less important in a
world where everything is changing fast and crises are a regular part of organizational life?
Why?
NOTES________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
VI. INNOVATIVE APPROACHES TO PLANNING
Decentralized planning means that planning experts work with managers in major divisions or
departments to develop their own goals and plans. Managers throughout the company come up
with their own creative solutions to problems and become more committed to following
through on the plans
A. Set Stretch Goals for Excellence
130 • Chapter 7
1. Stretch goals are reasonable yet highly ambitious goals that are so clear, compelling,
and imaginative that they fire up employees and engender excellence.
2. They are typically so far beyond the current levels that people have to be innovative
to find ways to reach them.
a. An extension of the stretch goal is the big hairy audacious goal or BHAG.
b. A BHAG is any goal that is so big, inspiring, and outside the prevailing paradigm
that it hits people in the gut and shifts their thinking.
B. Use Performance Dashboards Exhibit 7.10
1. A business performance dashboard is a visual display that helps executives keep

track of key performance metrics, such as sales in relation to targets, number of
products on back order, or percentage of customer service calls resolved within
specified time periods.
2. Some dashboard systems incorporate software that lets users perform what-if
scenarios to evaluate the impact of various alternatives for meeting goals.
C. Deploy Intelligence Teams
1. An intelligence team is a cross-functional group of managers and employees, usually

led by a competitive intelligence professional, who work together to gain a deep
understanding of a specific business issue, with the aim of presenting insights,
possibilities and recommendations about goals and plans related to that issue.
2. Intelligence teams are useful when the organization confronts a major intelligence
challenge.
Discussion Question #8: LivingSocial started with one “daily deal,” a $25 voucher for $50
worth of food at a Washington D.C., area restaurant. Since then, the company has grown at
breakneck speed, has 46 million members in 25 countries, and has acquired a dozen companies
that offer related deals and services. Why and how might a company such as LivingSocial want
to use an intelligence team? Discuss.
NOTES_______________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Discussion Question #10: Goals that are overly ambitious can discourage employees and
decrease motivation, yet the idea of stretch goals is proposed as a way to get people fired up and
motivated. As a manager, how might you decide where to draw the line between a “good”
stretch goal and a “bad” one that is unrealistic?
NOTES________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Suggested Answers to End-of-Chapter Discussion Questions

1. What strategic plans could the college or university at which you are taking this management
course adopt to compete for students in the marketplace? Would these plans depend on the
school’s goals?
Yes, strategies will depend on the school’s goals. For example, if a university adopted a goal
of increasing the number of merit scholars who enroll each year from 50 to 60, then
strategies could be to send letters to merit scholars, schedule visits of university
representatives at the schools, or offer scholarships to entice the students to attend the
university. If the goal is simply to increase the number of students, administrators could
determine what attracts students to the university and attempt to adopt strategies related to
them. The strategies might include the implementation of highly visible programs such as
changing tuition rates, building additional dormitories, or striving to field a winning football
team.
2. From the information provided in the chapter example, identify how Western Digital
Thailand used both the prevention and the preparation stages of crisis planning.
• Crisis prevention stage involves activities that managers undertake to try to prevent
crises A critical part of the prevention stage is building open, trusting relationships.
Company leaders worked alongside engineers and front line employees, even
taking personal risks by engaging in diving operations. Good relationships with
customers meant some agreed to special provisions that deviated from normal
contract agreements. A few days before the disaster, they pulled some inventory
from the just-in-time (JIT) process at nearby warehouses and moved it to a safer
location.
▪ Crisis preparation includes detailed planning to handle a crisis when it occurs. The
company had a process in place for speeding up supplier qualification in case new
suppliers were needed. The crisis budget included funding for smaller suppliers
for rebuilding or relocating production lines. Strong relationships with employees,
customers, suppliers, and other stakeholders helped significantly. More than 500
Western Digital employees, including all of its senior managers, returned to work
during the peak flood period. Within a week, operations to recover and restore
equipment were underway. To limit the potential for overreaction and confusion
among customers, suppliers, and shareholders, all formal communications were
handled by headquarters in the United States
132 • Chapter 7
3. One of the benefits of a strategy map is that goals and how they are linked can be clearly
communicated to everyone in the organization. Does a minimum-wage maintenance worker
in a hospital really need to understand any goals beyond keeping the place clean? Discuss.
A strategy map helps the minimum-wage maintenance worker understand how the process
goal of keeping the place clean contributes to achieving goals for customer service and
satisfaction, and how achieving customer service and satisfaction goals contribute to
achieving financial goals that help the company optimize its value to all stakeholders,
including the minimum-wage maintenance worker. Research supports the notion that
employees work harder and find more meaning in their work when they understand how their
jobs fit into the bigger picture of the organization’s goals.
4. The MBO technique has been criticized for putting too much emphasis on achieving goals
(ends) and not enough on the methods that people use to achieve them (means). Do you think
this is a flaw in the technique, or in the way managers apply it? How would you place a
balanced emphasis on ends and means?
Management by objectives (MBO) is a system whereby managers and employees define

objectives for every department, project, and person and use them to monitor subsequent
performance. Goals should be derived jointly which can be achieved by the mutual agreement
between employee and supervisor, The success of MBO depends on various factors like the
implementation of action plans, a periodic progress review and performance appraisal system
Corporate goals are more likely to be achieved when they focus manager and employee
efforts. Problems with MBO occur when the company faces rapid change. The environment
and internal activities must have some stability for performance to be measured against goals.
5. A new business venture must develop a comprehensive business plan to borrow money to get
started. Companies such as FedEx and Nike say they did not follow the original plan closely.
Does that mean that developing the plan was a waste of time for these eventually successful
companies?
No, it was not a waste of time for these companies. Developing a business plan also helps a
company consider all aspects of the business. For example, an inventor may come up with a
neat new product and not consider where or how to market it. He may not consider financing
either. Developing a business plan helps the company devise options not previously
considered. Even if the plan is not followed exactly, it provides many other benefits.
6. How do you think planning in today’s organizations compares to planning 25 years ago? Do
you think planning becomes more important or less important in a world where everything is
changing fast and crises are a regular part of organizational life? Why?
Planning is much more difficult in today’s organizations than it was 25 years ago due to
increased economic and political uncertainty as a result of globalization, an ever-increasing
rate of technological change, and increased competition in many industries. On the other
hand, greater ease of communication among business components, along with increased
ability to track internal and external activities, resulting from technological advances also
make it easier to anticipate and plan for future events that it was 25 years ago.
Planning becomes more important in a world where everything changes quickly and crises are
a regular part of organizational life due to rapidly changing environmental conditions. There
is a greater need for flexibility and adaptability to meet each situation. Managers must
become even more proactive in anticipating these changing conditions in the marketplace.
Planning is important for the firm to recognize changing conditions and restructure the
organization to create more effective strategies to remain competitive.
7. Assume that Southern University decides to: (1) raise its admission standards, and (2) initiate
a business fair to which local townspeople will be invited. What types of plans might it use to
carry out these two activities?
Raising admission standards would require a standing plan to provide guidance for
admissions performed repeatedly over the next several semesters. Within the concept of a
standing plan, the university may use policies, procedures, or rules to enforce the new
admission standards. A policy would define admission standards, in general, and procedures
would describe how to admit students under the new policy. Specific rules might also be
established for specifying exactly what action to take in specific admission situations.
Initiating a business fair would probably require a single-use plan. The single-use plan
develops a set of objectives that will not be repeated in the future. The business fair would
probably be considered a project, for which participants would develop a set of short-term
objectives and plans to achieve the one-time goal.
8. LivingSocial started with one “daily deal,” a $25 voucher for $50 worth of food at a
Washington D.C., area restaurant. Since then, the company has grown at breakneck speed,
has 46 million members in 25 countries, and has acquired a dozen companies that offer
related deals and services. Why and how might a company such as LivingSocial want to use
an intelligence team? Discuss.
An intelligence team is a cross-functional group of managers and employees, usually led by a

competitive intelligence professional, who work together to gain a deep understanding of a
specific business issue, with the aim of presenting insights, possibilities and
recommendations about goals and plans related to that issue. Intelligence teams are useful
when the organization confronts a major intelligence challenge. Such teams can provide
insights that help managers to make more informed decisions about goals and devise
contingency plans and scenarios related to major strategic issues.
9. Some people say an organization could never be “prepared” for a disaster such as the
shooting at Sandy Hook Elementary School, the Japan nuclear disaster, or the huge BP oil
spill in the Gulf of Mexico. Discuss the potential value of crisis planning in situations like
these, even if the situations are difficult to plan for.
The crisis management plan is a detailed written plan that specifies the steps to be taken, and
by whom, if a crisis occurs. The plan should include the steps for dealing with various types
of crises, such as natural disasters like fires or earthquakes, normal accidents like economic
crises or industrial accidents, and abnormal events such as product tampering or acts of
134 • Chapter 7
terrorism. The plan should be a living, changing document that is regularly reviewed,
practiced, and updated as needed.
A carefully thought-out and coordinated plan can be used to respond to any disaster. In
addition, crisis planning reduces the incidence of trouble, much like putting a good lock on a
door reduces burglaries.
10. Goals that are overly ambitious can discourage employees and decrease motivation, yet the
idea of stretch goals is proposed as a way to get people fired up and motivated. As a
manager, how might you decide where to draw the line between a “good” stretch goal and a
“bad” one that is unrealistic?
Stretch goals are extremely ambitious but realistic goals that challenge employees to meet
high standards. Stretch goals get people to think in new ways because they are so far beyond
the current levels that people don’t know how to reach them. A big hairy audacious goal is a
goal that is so big, inspiring, and outside the prevailing paradigm that it creates a shift in
people’s thinking. In determining whether it makes sense to pursue a stretch goal, the
primary considerations would be the need to cause people to think in new ways that can lead
to bold, innovative breakthroughs.
Apply Your Skills: Experiential Exercise

Business School Ranking
This exercise enables students to brainstorm about how to improve their own business schools.
Students should develop ten-point plans to improve their schools, then meet in small groups of
three or four to share their ideas and select the most helpful action steps that will be part of a
final action plan that could be recommended to the deans of their schools.
Apply Your Skills: Small Group Breakout

Course Goal Setting
This exercise asks students to make their goals for themselves regarding desired outcomes for
this course explicit. This should include goals for grades and for learning specific knowledge or
skills. Students should break their goals down into goal behaviors, and then compare their goals
and goal behaviors in groups. Students then discuss their success with their goals and goal
behaviors on the last day of class.
Apply Your Skills: Ethical Dilemma

Inspire Learning Corporation
1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your
investment.
This option will give the appearance of paying Central High to purchase the company’s
product in order to get the bonus. It is unethical if not illegal, and should absolutely not be
undertaken.
2. Accept the fact you didn’t quite make your sales goal this year. Figure out ways to work
smarter next year to increase the odds of achieving your target.
There is no reason Marge should accept defeat in achieving her sales goal without trying to
do something. There may be some other way for Central High to get the $1,000 it needs to
purchase the software without Marge donating it, so she should aggressively investigate other
ethical ways for that to happen.
3. Don’t make the donation, but investigate whether any other ways are available to help
Central High raise the funds that would allow them to purchase the much-needed
educational software.
This is the best option. Although time is short, she may be able to uncover some other
ethical means for Central High to come up with the funds they need. If she can figure
something out, the school will get its much-needed software, and Marge will make her sales
goal and get the bonus. The key is in helping the school find a way to raise the money
legitimately rather than donating the money herself.
Apply Your Skills: Case for Critical Analysis

Central City Museum
1. What goal or mission for the Central City Museum do you personally prefer? As director,
would you try to implement your preferred direction? Explain.
I would prefer that the Central City Museum be a major community resource rather than
being exclusive for the elite. It should have lively contemporary exhibits too. A section of the
museum could be given for training Ph.D. level students. As a director, I would like to
implement my preferred direction as it is the most cohesive and holistic goal for the museum.
2. How would you resolve the underlying conflicts among key stakeholders about museum
direction and goals? What action would you take?
I would resolve the conflict among key stakeholders by uniting them toward a shared goal
and get people to collaborate and cooperate for the larger good. I would build a coalition to
support them too.
136 • Chapter 7
3. Review the Manager’s Shoptalk on page 222. Do you think that building a coalition and
working out stakeholder differences in goal preferences is an important part of a manager’s
job? Why?
Building a coalition and working out stakeholder differences in goal preferences is an

important part of a manager’s job as a manager can learn who believes in and supports a
goal, and who opposes it. It is also important for pursuing goals of quick growth and higher
profit margins.
On the Job Video Case Answers

Mi Ola Swimwear: Managerial Planning and Goal Setting
1 Based on how this business owner describes her business, write a one- or two-sentence
organizational mission statement for Mi Ola Swimwear.
Answers will vary. Mi Ola Swimwear makes fashionable yet functional garments for water
sports’ enthusiasts
.
2 Pick four of the following six categories: strategic goal, strategic plan, tactical goal, tactical
plan, operational goal, and operational plan. Then, in the video, find one example to
represent each of the four categories you’ve chosen. Describe your four examples and how
they fit their respective categories in your answer.
• Strategic goals are broad statements of where the organization wants to be in the future
and pertain to the organization as a whole,. Mi Ola wants to make fashionable yet well-
fitting swimwear for surfers and others who engage in water sports and expand its
business.
• Strategic plans are the action steps by which an organization intends to attain strategic
goals. Mi Ola plans to seek investors to have enough funding in place to expand the
design, production, sales, and advertising capabilities for its swimwear.
• The outcomes that major divisions and departments must achieve for the organization to
reach its overall goals are tactical goals. Tactical goals include hiring planners, financial
consultants, inventory managers, web designers and others to carry out some of the
functions carried out by the Mi Ola’s founder.
• Tactical plans are designed to help execute major strategic plans and to accomplish a
specific part of the company’s strategy. Mi Ola’s founder has developed a written plan to
attract investors who want to know what the financial projections are for the company
before committing funds.
3 What did you learn about some of the real benefits and limitations of planning by watching
this video?
• Benefits of Planning
Goals and plans guide resource allocation. By planning the inventory and deciding how
many swimsuits will be produced in each of the four sizes, Mi Ola’s founder can decide
how to allocate resources appropriately.
Goals and plans are a guide to action. Planning focuses attention on specific targets.
Fashion is seasonal, and Mi Ola has to plan ahead in order to produce samples of the
upcoming collection of swimwear.
Goals and plans set a standard of performance. Mi Ola’s collection is comprised of 21

styles and 12 colors of swimsuits. This level of variety sets a creative standard for each
upcoming collection.
• Limitations of Planning
Goals and plans can create a false sense of certainty. Mi Ola plans and produces
inventory. However, the number of swimsuits in each color and in each size that will sell
is an unknown. All planning is based on assumptions, and managers at Mi Ola can’t
know what the future holds for their industry or for their competitors, suppliers, and
customers.
Goals and plans may cause rigidity in a turbulent environment. Planning can lock Mi Ola
into specific goals, plans, and time frames that may result in a loss of revenue. If there is
an unforeseen natural disaster, surfing may be drastically curtailed, and Mi Ola could
face reduced sales and revenue coupled with excess inventory.
Another random document with
no related content on Scribd:
The Project Gutenberg eBook of Mr. Replogle's
dream
This ebook is for the use of anyone anywhere in the United States
and most other parts of the world at no cost and with almost no
restrictions whatsoever. You may copy it, give it away or re-use it
under the terms of the Project Gutenberg License included with this
ebook or online at www.gutenberg.org. If you are not located in the
United States, you will have to check the laws of the country where
you are located before using this eBook.
Title: Mr. Replogle's dream
Author: Evelyn E. Smith
Release date: November 14, 2023 [eBook #72120]
Language: English
Original publication: New York, NY: King-Size Publications, Inc, 1956
Credits: Greg Weeks, Mary Meehan and the Online Distributed

Proofreading Team at http://www.pgdp.net
*** START OF THE PROJECT GUTENBERG EBOOK MR.

REPLOGLE'S DREAM ***
mr. replogle's dream
By EVELYN E. SMITH
This was a proud day in the life of modern

art. This exhibition would prove that the
machine could not conquer man.
[Transcriber's Note: This etext was produced from

Fantastic Universe December 1956.
Extensive research did not uncover any evidence that
the U.S. copyright on this publication was renewed.]
The Cimabue Gallery was the last stronghold of
nostalgia—expensive nostalgia. Apart for the
robot attendants—unfortunately necessary, the
times being what they were—there was
practically nothing machine-made about the
Gallery, dedicated as it was to being more than
a mere commercial venture. Evelyn E. Smith
returns to these pages with a gently ironic story
of men and dreams—the day after tomorrow....
"This," said Mr. Ditmars, "is a proud day in the life of the Cimabue
Gallery."
"It is a proud day in the life of modern art," added Mr. Replogle,
feeling that Mr. Ditmars was giving too parochial a picture of the
situation, "for it proves with more force than ever that the machine
will not conquer man."
Both partners gazed with varying degrees of complacency at the
large, brightly-colored oil paintings that covered the refined pastel
walls of the Cimabue. There was almost nothing machine-made
about the gallery—the thick, soft rugs had been hand-woven at
fabulous expense by workmen in the less industrialized areas of the
Middle East, the furnishings hand-carved by tribesmen deep in the
heart of the Australian bush. The only exception was the robot
attendants, which were, unfortunately, necessary, for no one paid
attention to human beings any more unless they were top
management or very high in the hierarchy of handcrafters.
Cimabue could afford all this luxury, and more too, for, now that big
business had become an art, art had become a big business. People
saved the excess from their government subsidies—or, if they were
lucky enough to have professional status, their salaries—to buy a
painting, a holograph manuscript ... anything to distinguish their
homes from the uniform grey mass of material comforts which the
government bestowed on everyone alike. As a result, the partners
were as wealthy as anyone outside the ruling class could hope to be.
However, Mr. Replogle, at least, was not happy. He suffered from
nightmares.
"But where is Orville?" demanded the man from the Times-Herald-
Mirror. "We haven't come to interview you two—you always say the
same thing about every new artist you discover. In fact, we already
have your words set up in type."
Mr. Ditmars gave him a benign smile. "Orville's case is different.
Never before in history has an absolutely unknown artist received
such an immediate ovation from the public. Why, almost every
picture on exhibit is already sold—the buyers have kindly allowed us
to retain them on our walls for the duration of the show as a service
to the public."
"Cimabue is more than a mere commercial venture," Mr. Replogle
added, wishing he could slip off for a paraspirin; his head hurt most
mechanically. "It is a cultural institution."
"Yeah, Orville did get pretty good write-ups," the World-Post and
Journal man conceded, "though any half-way decent artist sells like
hotcakes these days. People naturally go for anything that's hand-
made." And he fingered his hand-painted tie self-consciously. "But it
can't last."
This disturbed Mr. Replogle more than it should have. But he had
been bothered for many years by his recurring dream—a dream so
frightful that he did not dare to confide it to anyone because of its
terrifying plausibility. And anything said or done by day that seemed
to approach that midnight horror roused him to immediate
defensiveness. "Oh, yes it can last!" he protested. "It will! It must! For
art is the people's last bulwark against the machine—the one area
which cannot be mechanized, which reassures the human race that
it still is pre-eminent."
"Kindly do not touch the pictures," the roboguard droned.
"I was only feeling Orville's impasto," the lady from the Woman's
Own News defended herself. "Very thick."
I couldn't have told her to stop, Mr. Replogle reflected bitterly.
Coming from me it would have been rude, but from a robot it's all
right. Everyone knows a robot's only aim is to serve man. Our
altruism depends on our individual consciences; theirs is built-in and,
hence, more reliable.
"But where is Orville?" the man from the Times-Herald-Mirror
persisted. "He was supposed to be here at three-thirty, and it's
almost four now."
"Softly, softly," said Mr. Ditmars. "The robobar doesn't open itself until
four anyway, so you know you're in no hurry.... And, remember, a
great artist mustn't be rushed—he is not a machine, you know."
"Hervey McGeachin is bringing him," Mr. Replogle explained. "One
could hardly hurry McGeachin," he added ... unnecessarily, for
everyone knew that one didn't hurry the richest man in the United
States—one awaited his pleasure. Beside being fabulously wealthy,
McGeachin had the reputation of being something of a recluse, but
this did not make him more newsworthy, for all members of top
management tended to be a bit eccentric. The rank was hereditary—
it took more than one generation for a family to begin to understand
its machines—and there was a lot of inbreeding, with the usual
results.
"Orville is a protege of Mr. McGeachin's, isn't he?" asked the lady
from Woman's Own.
"Yes," Mr. Ditmars said. "All that was in the press release. He's one
of Mr. McGeachin's employees. Mr. McGeachin discovered him
personally, and he got in touch with us." Mr. Ditmars almost swelled
with visible pride; Mr. Replogle wished he would exercise a bit more
self-restraint. Such an open display of emotion was vulgar—almost
mechanical, one might say. Especially since they themselves were
management, in a way, although one didn't, of course, apply such a
word to those who dealt in the arts and crafts. The general public
feared and respected the management which governed them, but
they loved entrepreneurs.
"A factory hand!" Woman's Own gushed. "What a story that will
make!"
The male reporters laughed as one male. "Where have you been all
these years, cookie?" asked the World-Post and Journal. "I doubt if
there's a factory left in the United States that isn't mechanized to the
very hilt by now—with robot labor for the more specialized
operations."
"I know," she sighed. "Deep down inside of me I really know. I was
just hoping. I suppose I am—" and she batted her eyelashes "—like
all females, an incurable romantic. What do you suppose Orville is,
then?"
"Might be a clerk," Time-week suggested. "A lot of the big places still
use live clerical help for tone, and, of course, you always need a few
human beings around in case the machines break down."
"I somehow got the impression that he was an executive," Mr.
Ditmars said frostily.
"Let's hope not. It would ruin the human element in the story. You
can't expect our readers to identify with management."
"A minor executive, that is," Mr. Replogle hastened to inform them,
before Ditmars could open his big mouth again. "More like a shipping
clerk."
"Is Orville his first or his last name?" Woman's Own wanted to know.
"Just Orville," Mr. Ditmars said. "Like Rembrandt."
"Of course Rembrandt did have a last name," Mr. Replogle pointed
out. "He just isn't known by it."
"And Orville's more like Grandma Moses, anyhow, I would say,"
commented the Times-Herald-Mirror.
"He is a primitive, true," Mr. Replogle said judiciously. "If you insist
upon pinning a label on him, you might call him a post pre-
Raphaelite, with just a soupcon of Rousseau."
"I didn't know Rousseau painted," the World-Post and Journal man
said, busily clicking on his typopad.
"Not that one," Mr. Replogle told him kindly. "The other two."
"How old is Orville?" Woman's Own held her typopad at the ready.
"How many children does he have? Is he married? Fond of animals?
What does he eat for breakfast?"
"For heaven's sake," Mr. Ditmars exploded, "it isn't the man himself
that matters—it's the man as interpreted through his art! And you
can see that art for yourself." He waved his arms toward the pale
gallery walls. "Drink it in and absorb the essence of the artist."
"But we'd like a little more factual data, as a point of departure. After
all, our readers—"
"All right, all right," Mr. Ditmars said before Mr. Replogle could stop
him, "I'll give you all the facts we have—to wit, none. All we know
about Orville we put into the release. McGeachin's been keeping him
under wraps. We don't know a thing about him. He's eccentric—
McGeachin, I mean."
"Could be Orville also," the World-Post and Journal suggested.
Mr. Ditmars sighed. "Could be Orville also," he conceded.
"It's more of a story if Orville is eccentric. You more or less expect it
from management."
"Well," Mr. Replogle said, unable to contain himself further—his head
was really blasting off—"artists can be pretty peculiar people too."
It was Mr. Ditmars' turn to glare at him.
"Make way for Hervey McGeachin III and Orville," the robot at the
door declaimed. "Make way...."
Every head swivelled to catch sight of the well-known but seldom-
seen financier, as he came jerkily through the crowd. All the
journalists were dressed in the maroon or beige or navy synthetics of
almost similar cut that mass production had enforced upon the entire
population, save for the very wealthy. Gay knitted mittens, colorful
plumed hats, rainbow-hued scarves—all of which were
ostentatiously hand-made—showed that the pressmen were
professionals and not mere government pensioners who could do
nothing that a machine could not do as well or better. However,
although there were no sumptuary laws as such, few of the
journalists could afford more than one or two of these costly, status-
making accessories.
McGeachin was completely costumed in rugged individualist style.
His scarlet silk hose, emerald satin knee breeches, swallow-tailed
plum velvet coat, and starched white ruff made Mr. Replogle, who
had been rather proud of his own pale blue brocade waistcoat and
seal-skin mukluks almost sick with envy. He's so hand-made he's
practically mechanical, he said bitterly to himself.
McGeachin was followed by a Class Three, All-Purpose Manual
Labor Robot, well-burnished but of rather an early pattern. Surely,
Mr. Replogle thought, if the financier had to use a mechanical man,
and personal attendants were far more hand-made, he could at least
have got a more recent model.
"Welcome to Cimabue, Mr. McGeachin," Mr. Ditmars and Mr.
Replogle said almost simultaneously.
"But where is Orville?" the senior partner added.
McGeachin pointed with his long green cigar. "This is Orville," he
said in a crisp metallic voice.
Mr. Replogle could feel himself growing pale all the way down to his
mukluks. This was precisely the way his nightmare had always
begun. Only now it was reality ... or was it? Perhaps he was back in
the dream again. He could close his eyes and, when he opened
them, he would be lying in his own standard air-conditioned toti-
comfort sleeplounge under his own satin-covered, goose-down filled
luxury quilt.
"A robot!" he could hear Mr. Ditmars wail, as the typopads began to
click thinly, his voice somehow sounding far away. "How could you—
why didn't you let us know he was a robot beforehand?"
Mr. Replogle opened his eyes and nothing had changed; it was all
real—it was the end.
"Because you would have discriminated against him," Hervey
McGeachin was saying, his grey face shiny with excessive emotion.
"Everybody discriminates against my poor robots. Trustworthy, hard-
working, clean, loyal to a fault—yet everybody discriminates against
them merely because they're machines. I knew that, if I had told you
he was a robot, you would never have hung his pictures in Cimabue,
in spite of the fact that it was I who recommended him."
Top management or no, Mr. Replogle felt he must speak; there were
principles at stake. The dismal future of humanity rested somehow in
his own shaking hands. "Sir," he said, in a hoarse voice, "you have
not dealt fairly with us. You said that this Orville was a protege of
yours."
"And so he is." McGeachin put a thick, unmuscular arm around the
robot's hard shoulders. "He is my protege and friend and I don't care
if people do call me a robot-lover."
There was a gasp from the reporters, even those representing the
liberal press.
McGeachin pointed his cigar at them. "Listen," he said.
"Autobiographical note." Typopads began to click. "Up until the age
of seventeen I hardly knew there was anybody on the planet but
robots. My father didn't have time to mess around with kids, since he
believed in running all of his multifarious industries personally. I,
myself, though I tour the factories only once a year, have succeeded,
by means of a computer and a ouija board, in increasing what little
remained of his vast fortune after taxes to an amount that is ten
times as great as his was at its peak."
"How do you spell ouija?" the man from the World-Post and Journal
interrupted.
"So," McGeachin continued, after affably spelling the word and
making a few adverse remarks on the sad state of current education,
"during my childhood, I was left entirely in the care of robots, and I
was a happy, carefree lad until I was sent to Harvard. There I
discovered the dark truth which has over-shadowed my life ever
since and rendered me a virtual recluse—that there are also large
numbers of people in the world. Give me a robot, any time.
Trustworthy, hard-working, clean, loyal to a fault, and, in Orville's
case, artistic also. Tell 'em how you started in to paint, Orville."
"Well, it was like this, gents," Orville said in a voice like a rusty hinge.
"I work for the Perfect Paint Section of the Superior Chemicals
Division of the Universal Materials Corporation, which is a subsidiary
of the McGeachin interests, and, as I'm getting along in gears, I was
put onto artists' oil colors, which are individually ground, like all the
artists nowadays want 'em to be—"
"In all McGeachin products, from paints to parliaments," the financier
interjected, "the customer comes first, insofar as his desires are
compatible with the mass-production methods necessarily imposed
upon us by automation."
"—And there was a little left over of some colors what wouldn't fit into
the tubes, and the forebot says to me, he says, 'Throw 'em into the
disposal, Orville—'"
"—All the McGeachin robots have names. It gives that personal
touch I like to have around my plants." There was something
extraordinarily odd about McGeachin, Mr. Replogle felt, though he
couldn't quite put his finger on just what it was ... something more
than mere eccentricity, something curiously sinister.
"—And I says to the forebot, 'Begging your pardon, sir, but if there
was no other use for 'em, I would like to try my hand at painting a
picture like on the pretty calendars Perfect Paint sends out every
Christmas.' And he says to me, laughing-like, 'Well, if that's what you
want to do with your restoration period, Orville, more power to you' ...
which is—" the robot snickered "—a kind of little joke we have
amongst ourselves at the factory."
One of the Cimabue robots gave a laugh which Mr. Replogle cut
short with a glance.
"But I didn't know they could do that," the Times-Herald-Mirror said
plaintively. "Laugh, I mean."
"Ah," McGeachin told him, "that's because you never bothered to
understand the real robot. You don't look beyond the metal to the
wires that vibrate underneath."
"So I painted a picture on a piece of cardboard," Orville continued
patiently, "—the side of a carton it was—and the picture was much
admired in the plant, though I says it as shouldn't, and Mr.
Pembroke, the superintendent, went so far as to ask if he might have
it to hang in his office, which, of course, I was glad to have him do.
And there it come to the attention of Mr. McGeachin when he was
making his annual tour of the plant.... Mr. McGeachin is—" Orville
approximated a modest cough "—by way of being a connoissoor."
"When I saw that picture, I knew I was standing in the presence of
solid genius," McGeachin took over. "Mind you, when I heard it had
been painted by a robot, I was surprised myself, I admit it freely. But
I was not prejudiced. I had spent all my life with machines and I
knew of what fine handcraft they were capable. 'Why shouldn't a
robot paint a picture?' I asked myself. 'No reason whatsoever,' I
answered. And I was right, as is amply evidenced by this splendid
and tastefully arranged display." He beamed at Mr. Ditmars, who
groaned.
"But it's impossible," the lady from Woman's Own protested, looking
as if only the dignity of her profession kept her from bursting into
tears. "How could a robot paint a picture. How could it want to paint
a picture?"
"I dunno," Orville, as the only one who could conceivably be
expected to answer this question, said. "It just come to me like that.
You could say I was inspired, I guess."
"But inspiration is a human prerogative! If a robot can be inspired,
what is left for people now?"
"'Tisn't for me to say, miss," Orville said modestly, "only I don't see
why we both couldn't be inspired. Peaceful coexistence, like. If
robots are designed to serve man, they could do a better job of it if
both—man and machine—work side by side harmoniously."
"Work!" exclaimed the male reporters unharmoniously.
Mr. Replogle closed his eyes. He had never expected to hear such a
mechanical word in the chaste purlieux of his gallery—his and Mr.
Ditmars' gallery, that was, but it didn't matter, soon it wouldn't be
anybody's gallery. Reality was following the inexorable course of the
dream and they were doomed.
"No offense intended," Orville said hastily. "I meant work like maybe
painting or knitting. I didn't mean machine work."
"And why not machine work?" McGeachin demanded. "Why
shouldn't man work with his hands instead of just crafting?"
A little man, Replogle thought, would be lynched for saying a more
than mechanical thing like that—mechanical, why it was down-right
subversive!—but McGeachin was secure because of the position
that he maintained only as a result of the sweat and toil of others.
Only, of course, robots don't sweat. The light film that had begun to
cover Orville was doubtless only excess oil. Disgusting,
nevertheless.
"Listen," McGeachin said, pointing his long, green cigar at the
reporters. "Important announcement. I have decided to replace all
my feedback equipment, except where the most delicate operations
are involved, by people."
The typopads clicked furiously.
"You ask me why?" although no one had; they were much too
stunned. "Because robots, though trustworthy, hard-working, clean,
and loyal to a fault, have one drawback—they're expensive. A
worker dies or gets sick, it's no extra money out of my pocket—I got
to pay taxes for his welfare anyway. A robot breaks down, his loss is
all mine. A human worker I got to take care of maybe six, seven
hours a day, a robot twenty-four hours—and it isn't as if they worked
all that time; they got to have rest periods too, or they wear out too
fast. A human worker isn't my responsibility—a robot I got to look out
for all the time."
"But I thought you liked machines better than people," Mr. Replogle
said.
"So, is management expected to like labor? Is labor supposed to like
management? Traditional enemies. I just figured out why I've been
so unhappy most of my life—I like my employees. It's unnatural. It's
—"
"Wrong, Mr. McGeachin?" quavered Woman's Own. "What do you
mean?"
"I'm going to put people in my factories and have robots at my dinner
table.... They don't eat—" McGeachin chuckled fruitily "—so you can
see what an economy move that would be."
Nobody laughed. If McGeachin hadn't been top management—really
top management—Mr. Replogle knew, he would have been torn to
pieces. But top management was boss; it was government; it was
divine right. Nobody did anything.
"If the machine can replace man," Orville suggested, "why can't man
replace the machine? Plenty of room for both.... Did I say something
wrong?" he added, seeing the expressions on the human faces that
surrounded him.
"You're just ahead of your time, boy." McGeachin clapped him on the
shoulder. "But you're right. Why can't man co-exist with the
machine? Why can't robots paint pictures and write books and
compose operas, while people work in the factories? Don't know just
yet how it'll work out in the factories, but it'll be a great day for art!"
"We're going to have to give the money back," Mr. Replogle said
dully.
"What money?" McGeachin asked, obviously annoyed by this
anticlimactic remark.
"The money paid for Orville's pictures. We cheated the buyers—
unwittingly, it is true, but we cheated them nonetheless. We sold the
pictures as hand-mades. They're machined."
"But I have hands," Orville protested.
Mr. Ditmars shook his head. "You're a machine. Replogle is right.
Cimabue is ruined."
"I'll make good your losses," McGeachin said in his crisp, metallic
voice, and just then Mr. Replogle knew what had been bothering him
all along about the financier. Despite his completely hand-made
costume McGeachin looked exactly like a robot. The triumph of
environment over heredity—or was it as simple as that, Mr. Replogle
wondered. Everyone knew who Hervey McGeachin's father was, but
who had his mother been?
"No one can make good our losses," Mr. Ditmars told him. "Modern
art has suffered a crushing blow from which it will never recover. The
handwriting is on the wall."
"You mean the typewriting," Mr. Replogle said.
*** END OF THE PROJECT GUTENBERG EBOOK MR.
REPLOGLE'S DREAM ***
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Management 12th Edition Daft

PLANNING AND GOAL SETTING

ANNOTATED LEARNING OBJECTIVES

Categorize the types of goals an organization should have.

4. Explain how managers use strategy maps to align goals.

5. Define the characteristics of effective goals.

Management-by-objectives (MBO) is a method whereby managers and employees define goals

7. Compare and contrast single-use plans and standing plans.

8. Discuss the benefits and limitations of planning.

The benefits of planning include:

The limitations of planning include:

I. GOAL-SETTING AND PLANNING OVERVIEW

A. Levels of Goals and Plans Exhibit 7.1

2. Planning at each level supports the other levels.

B. The Organizational Planning Process Exhibit 7.2

II. GOAL-SETTING IN ORGANIZATIONS

A. Organizational Mission Exhibit 7.3

2. The formal mission statement is a broadly stated definition of purpose that

B. Goals and Plans

C. Align Goals Using a Strategy Map Exhibit 7.4

2. Strategy maps are visual representations of the key drivers of an organization’s

NEW MANAGER SELF-TEST: YOUR APPROACH TO STUDYING

III. OPERATIONAL PLANNING

A. Criteria for Effective Goals Exhibit 7.5

1. Specific and measurable. When possible, goals should be expressed in quantitative

B. Management by Objectives (MBO) Exhibit 7.6

1. Management by objectives (MBO) is a method whereby managers and employees

c. Review progress. A periodic progress review is important to ensure that action

d. Appraise overall performance. The final step in MBO is to evaluate whether

3. Management by means (MBM), focuses attention on the methods and processes

C. Single-Use and Standing Plans Exhibit 7.8

IV. BENEFITS AND LIMITATIONS OF PLANNING

V. PLANNING FOR A TURBULENT ENVIRONMENT

1. Contingency plans define company responses to be taken in the case of emergencies

2. Managers forecast a range of alternative responses to the most likely high-impact

1. Scenario building involves looking at current trends and discontinuities and

2. With scenario building, a broad base of managers mentally rehearses different

C. Crisis Planning Exhibit 7.9

a. Although unexpected events and disasters will happen, managers should do

b. By developing favorable relationships, managers can often prevent crises from

a. Preparation includes designating a crisis management team and spokesperson,

b. The crisis management team is a cross-functional group of people who are

VI. INNOVATIVE APPROACHES TO PLANNING

A. Set Stretch Goals for Excellence

B. Use Performance Dashboards Exhibit 7.10

1. A business performance dashboard is a visual display that helps executives keep

C. Deploy Intelligence Teams

1. An intelligence team is a cross-functional group of managers and employees, usually

Suggested Answers to End-of-Chapter Discussion Questions

Management by objectives (MBO) is a system whereby managers and employees define

An intelligence team is a cross-functional group of managers and employees, usually led by a

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Building a coalition and working out stakeholder differences in goal preferences is an

On the Job Video Case Answers

Goals and plans set a standard of performance. Mi Ola’s collection is comprised of 21

Title: Mr. Replogle's dream

Author: Evelyn E. Smith

Release date: November 14, 2023 [eBook #72120]

Original publication: New York, NY: King-Size Publications, Inc, 1956

Credits: Greg Weeks, Mary Meehan and the Online Distributed