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Flashcards in Chapter 7 Deck (37)
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1
Q

Decision Making

A

Is the cornerstone of planning.
Is the catalyst that drives the planning process.
Underlines every aspect of setting goals and formulating plans.

2
Q

Planning

A

All organizations plan, but not in the same fashion.
All planning occurs within an environment context.
All goals require plans to guide in their achievement.
All goals are tied higher goals and plans.

3
Q

Purposes of Goals

A

Provide guidance and a unified direction for people in the organization.
Have a strong affect on the quality of other aspects of planning.
Serve as a source of motivation for employees of the organization.

4
Q

Kinds of Goals:

A

By Level
By Area
By Time Frame

5
Q

Kinds of Goals by Level

A

Mission statement
Strategic Goals
Tactical Goals
Operational Goals

6
Q

Mission Statement

A

A statement of an organization’s fundamental purpose.

7
Q

Strategic Goals

A

Set by top managers of organization that address broad general issues.

8
Q

Tactical Goals

A

Set by and fro middle managers; their focus is on how to operationalize actions to strategic goals.

9
Q

Operational Goals

A

Set by and for lower-level managers to address issues associated with tactical goals

10
Q

Kinds of Goals by Area

A

Goals set for the different functional areas of the organization

11
Q

Kinds of Goals by Time Frame

A

Goals may be set for long-term, intermediate-term, or short-term time frames and for explicit time frames or open-ended.

12
Q

Who sets goals?

A

All managers should be involved in the goal-setting process.

Managerial responsibility for goal setting should correspond to the managers’s level in the organization.

13
Q

Managing Multiple Goals

A

Optimizing allows managers to balance and reconcile inconsistent or conflicting goals.
Managers can pursue one goal and exclude all others or to pursuer mid-range goal.

14
Q

Kinds of Operational Plans

A

Strategic Plans.
Tactical Plans.
Operational Plans.

15
Q

Strategic Plans

A

A general plan outlining resource allocation, priorities, and action steps to achieve strategic goals.
The plans are set by and for top management.

16
Q

Tactical Plans

A

Plan aimed at achieving tactical goals set by and for middle management.

17
Q

Operational Plans

A

Plans that have a short-term focus.

These plans are set by and for lower-level managers.

18
Q

The Time Dimension of Planning

A

Based on the principle of commitment. Planning must provide sufficient time to fulfill the managerial commitments involved.

19
Q

Time Frames for Planning

A

Long-range Plans.
Intermediate Plans.
Short-range Plans.

20
Q

Long-range Plans

A

More than 5 years, strategic

21
Q

Intermediate Plans

A

Usually cover from 1 to 5 years and parallel tactical plans.

Are the principle focus of organizational planning efforts.

22
Q

Short-range Plans

A

Have a time frame of one year or less.

Include action plans and reaction (contingency) plans.

23
Q

Who is responsible for planning?

A
Planning Staff
Planning Task Force
Board of Directors
Chief Executive Officer
Executive Committee
Line Management
24
Q

Planning Staff

A

Gather information, coordinate planning activities, and take a broader view than individual managers.

25
Q

Planning Task Force

A

Created when the organization wants a special circumstance addressed.

26
Q

Board of Directors

A

Establishes corporate mission and strategy

Engage in strategic planning.

27
Q

Chief Executive Officer

A

Usually serves as a president or chair of the board of directors.
Has a major role in the planning process and implement the strategy.

28
Q

Executive Committee

A

Composed of top executive within the organization.

Meet regularly for input to the CEO and review strategic plans.

29
Q

Line Management

A

Persons with formal authority and responsibility for management of the organization.
Help to formulate strategy by providing information.
Responsive for executing the plans of the top management

30
Q

Contingency Planning

A

The determination of alternative courses of action to be taken in an intended plan is unexpectedly disrupted or rendered inappropriate.
These plans help manager to cope with uncertainty and change.

31
Q

Crisis Management

A

The set of procedures the organization uses in the event of a disaster or other unexpected calamity.

32
Q

Major Barriers to Goal Setting and Planning

A
Inappropriate goals
Improper reward system
Dynamic and complex environment
Reluctance to establish goals
Resistance to change
Constraints
33
Q

Overcoming the barriers

A

Understanding the purposes of goals and planning.
Communication and participation.
Consistency, revision, and updating.
Effective reward systems.

34
Q

MBO

A

Management by Objectives.
Effective technique for integrating goal setting and planning by giving subordinates a voice and clarifying what they are expected to accomplish.

35
Q

Using Goals to Implement Plans Strengths:

A
Improved employee motivation
Enhance communication
Objective performance appraisals
Focuses attention on appropriate goals
Provides a systematic management philosophy.
36
Q

Using Goals to Implement Plans Weaknesses:

A

Poor implementation of the goal setting process
Lack of top-management support for goal setting
Delegation of the goal-setting process to lower levels
Overemphasis on quantitative goals
Too much paperwork and record keeping

37
Q

Criteria for effective goals

A
Specific and measurable
Cover key areas
Challenging but realistic
Defined time period
Liked to rewards