Ch. 8 (2) Flashcards
(20 cards)
list the four forms of planning
strategic, tactical, operational and contingency
strategic planning outlines …
how the company will meet its objective goals
strategic planning provides the foundation for …
the polices, procedures and strategies for obtaining and using resources to achieve these goals
tactical planning is the process of …
developing detailed, short-term statements about what is to be done, who is to do it, and how it is to be done
operational planning is the process of …
setting work standards and schedules necessary to implement the company’s objectives
operational planning focuses on …
the specific responsibilities of supervisors, department managers and individual employees
contingency planning is the process of …
preparing alternative courses of action that may be used if the primary plans don’t achieve the organization’s objectives
why is contingency planning important/necessary?
the economic and competitive environments change so rapidly that it’s wise to have alternative plans of action
crisis planning involves …
reacting to sudden changes in the environment
list the first three steps in choosing among two or more alternatives
define the situation, describe and collect needed information, develop alternatives
list the last three steps in choosing among two or more alternatives
decide which alternative is best, do what is indicated and lastly, determine whether the decision was a good one and follow up
problem solving is the process of …
solving the everyday problems that occur
describe “brainstorming”
coming up with as many ideas as possible in a short period of time with no censoring of ideas
who is in top management and who is in middle managements
top - presidents and vice presidents
middle - plant managers, division heads and branch managers
who is in supervisory (first-line) management and who is in non-supervisory
supervisory - supervisors, foremen, department heads and section leaders
non-supervisory - employees
list the three required management skills
technical, human resources and conceptual
list the most - least important skills for top managers
(all of them are still important)
conceptual, human relations and technical
list the most - least important skills for middle managers
(all of them are still important)
technical, human relations and conceptual skills are all equal
list the most - least important skills for first-line managers
(all of them are still important)
technical, human relations and then conceptual skills
list the six stakeholders
customers, employees, suppliers, dealers, environmental groups, and the surrounding communities
