Planning Flashcards
(116 cards)
1
Q
If managing an organization is to be pursued vigorously, _________ will constitute the most important activity
A
Planning
2
Q
Managers who ________ are afforded with the opportunity to carefully analyze situations which directly contribute to effective decision making
A
plan
3
Q
will have to devote some of his time to planning
A
engineer manager
4
Q
To minimize mistakes in decision making, ______ is undertaken
A
planning
5
Q
output of planning
A
plan
6
Q
provides a methodical way of achieving desired results
A
plan
7
Q
serves as a useful guide in implementation of activities
A
plan
8
Q
According to ______, planning refers to management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives
A
Nickels and others
9
Q
sequential ordering of
tasks required to achieve an organizational
goal.
A
Aldag and Stearns
10
Q
Planning is deciding:
- What will be done
- Who will do it
- Where, when, and how it will be done
- Standards to which it will be done
A
Cole and hamilton
11
Q
It provides a better guide on how to perform
planning
A
Cole and Hamilton
12
Q
defined as selecting the best
course of action so that the desired result
may be achieved
A
planning
13
Q
____________ takes first priority
A
Desired result
14
Q
___________ is the means to realize the goal.
A
the course of action chosen
15
Q
Chief Executive Officer,
President, Vice President, General Manager, Division Heads
A
Top management level
16
Q
Functional managers, product line managers, department heads
A
Middle management
17
Q
Unit managers, first line supervisors
A
Lower Management
18
Q
lasts for 1-10 years and employs strategic planning
A
Top management
19
Q
Lasts for 6m-2 years for intermediate planning
A
Middle management
20
Q
Uses operational planning for 1week-1 year
A
Lower management
21
Q
process of determining the major goals
of the organization and the policies and
strategies for obtaining and using resources
to achieve those goals.
A
Strategic planning
22
Q
The whole company is considered,
specifically its objectives and current
resources
A
Strategic planning
23
Q
The output of the strategic plan
A
decision about long-range goals and course of action to achieve these goals
24
Q
The process of determining the contributions that subunits can make with allocated resources.
A
Intermediate planning
25
The goal of _________ determined and a
plan is prepared to provide a guide to the
realization of the goals
subunit
26
designed to support the strategic plan
intermediate plan
27
The process of determining how specific tasks can best be accomplished on time with available resources
operational planning
28
This is performed in support of the strategic plan and the intermediate plan
Operational planning
29
Steps of Planning process (chronological)
1. Setting Organizational, Divisional, or Unit goals
2. Developing Strategies or Tactics to Reach Goals
3. Determining Resources Needed
4. Setting Standards
30
Provide a sense of direction to his firm, to his division, or to his unit
Setting Organizational, Divisional, or Unit goals
31
defined as “precise statement of results sought, quantified in time and magnitude, where possible
goals
32
provides an answer to the said
concern
setting of goals
33
Goals include imperative verbs so the
employee knows that action is required.
Specific
34
Results are assessable either qualitatively or
quantitatively
Measurable
35
You and your employees then discuss these
proposed objectives and come to an
agreement.
Agreed
36
The goals should cover areas within the
control of the employee or that they have
influence over.
Realistic
37
Each goal has a completion date, so the
employee can plan their work
Time-based
38
A course of action aimed at ensuring that the organization will achieve its objective
Strategies
39
This would be a concern of top management
Strategies
40
After determining _______ the next task is to
devise some means to realize them.
goals
41
It is a way of describing how you will get
things done
Strategies
42
“How do we get there from here?”
Strategies
43
Strategies are less _______ as compared to goals
specific
44
STEPS IN DEVELOPING STRATEGIES (CHRONOLOGICAL)
1. Organize a brainstorming meeting with
members of your organization and members
of the community.
2. Review (Identify) the targets and agents of
change for your initiative.
3. Review your vision, mission, and objectives to
keep you on the right track.
4. Work together to brainstorm the best
strategies for your initiative.
5. Check your proposed strategies for
completeness, accuracy, and whether they
contribute to the vision, mission, and
objectives.
45
CRITERIA FOR DEVELOPING A GOOD STRATEGY
Give Overall Direction
Fit Resources and Opportunities
Reach those affected
Advance the mission
Minimize resistance and Barriers
46
A strategy should point out the overall path
without dictating a particular narrow
approach.
Give overall direction
47
A good strategy takes advantage of current
resources and assets.
Fit resources and opportunities
48
It also embraces new opportunities such as
an emerging public concern
Strategies
49
To address the issue or problem, strategies
must connect the intervention with those
who it should benefit.
Reach those affected
50
Taken together, are strategies likely to make
a difference on the mission and objectives?
Advance the mission
51
Strategies need not provide a reason for
opponents to attack the initiative
Minimize resistance and barriers
52
attract allies and deter opponents
good strategies
53
Concern of middle and lower management
Tactics
54
short-term action taken by management to adjust to negative internal or external influences.
tactics
55
implemented in support of the firm’s strategies.
tactics
56
Detailed information and analysis, objectively-based
Tactics
57
If strategies or tactics have been devised, the
engineer manager will determine the ______.
human and nonhuman resource requirements
58
Quality and quantity of resources needed
must be correctly determined
Determining resources needed
59
FEATURES FOR PLANNING STANDARDS
Quality Assurance Necessities
Risk Management Plan
Security Measures
Testing Techniques
Documentation and Portfolio Requirements
60
The standards for measuring performance may be set at the
planning stage
61
quantitative or qualitative measure device designed to help monitor the performance of people, capital goods, or processes
standard
62
8-STEP PLANNING PROCESS BY TOPPR
Set Goals, Gather data, Analyze data, Create plan, Implement plan, Monitor plan
63
8-step process of Planning (by maam)
Recognizing the need for action
Setting objectives
Developing premises
Identifying alternatives
Examining alternate course of action
Selecting the alternative
Formulating supporting plan
Implementation of the plan
64
Evaluate and closely examine each of the
alternative plans
Examining Alternate Course of Action
65
Now the best and most feasible plan will be
chosen to be implemented
Selecting the alternative
66
evaluated in the light of the
organizational objectives.
Plans
67
Function of management that involves setting objectives and determining a course of action for achieving those objectives
Planning
68
Requires that managers be aware of environmental conditions facing their organization
Planning
69
Involving analyzing competitive
opportunities and threats, as well as the
strengths and weaknesses of the
organization.
Strategic planning
70
designed to develop relatively
concrete and specific means to implement
the strategic plan
Tactical planning
71
intermediate-range (1-3 years) planning
Tactical planning
72
short-range (less than 1 year)
planning that is designed to develop specific
action steps that support the strategic and
tactical plans
Operational planning
73
Making Planning effective
Recognize the planning barriers
Use of aids to planning
74
Recognize the planning barriers
managers inability to plan
improper planning process
lack of commitment to planning process
improper information
focusing on the present at the expense of future
too much reliance on the planning department
concentrating only the controllable variables
75
Aids to plannig
Gather as much information as possible
Develop multiple source of information
Involve others in the planning process
76
Types of plan in terms of functional area
Marketing, Production, Financial, HR management
77
written document or blueprint for implementing and controlling an organization's marketing activities related to a marketing strategy
Marketing plan
78
States the quantity of output a company must produce
Production plan
79
Summarizes the current financial situation of the firm, analyzes financial needs, and recommends direction for financial activities
Financial plan
80
Indicates the human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the company's strategic plan
HR management plan
81
Types of plan with time horizon
Short-range plants
Long-range plans
82
Plans intended to cover a period of less than one year
Short-range plans
83
First-line supervisors are mostly concerned with these plans
Short-range plans
84
Plans covering a time span of more than one year
Long-range plans
85
These are mostly undertaken by middle and top management
Long-range plans
86
Types of plans according to frequency of use
Standing plans
Single use plans
87
Plans that are used again and again
Standing plans
88
Focus on managerial sitations that recur repeatedly
Standing plans
89
Classifications of standing plans
Policies
Procedures
Rules
90
Broad guidelines to aid managers at every level in making decision
Policies
91
Plans that describe the exact series of actions to be taken in a given situation
Procedure
92
Statements that either require or forbid a certain action
Rules
93
Plans that are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated
Single use plans
94
Classification of single use plans
Budgets
Programs
Projects
95
According to Weston and Brigham, it is a plan which sets forth the projected expenditure for a certain activity
Budget
96
Designed to coordinate a large set of activities
Program
97
More limited in scope than a program and is sometimes prepared to support a program
Project
98
Contents of Marketing plan according to William Cohen
Executive summary, Table of contents, Situational analysis and target market, marketing objectives and goals, marketing strategies, marketing tactics, schedules and budgets, financial data and control
99
Presents an overall view of the marketing project and its potential
Executive summary
100
Contents of the production plan
Amount of capacity the company must have
How many employees are requires
How much material must be purchased
101
Contents of Financial plan
Analysis of the firm's current financial condition
Sales forecast
Capital budget
Cash budget
Set of pro forma (or projected) financial statements
External financing plano
102
Contents of HR Plan
Personnel requirements of the company
Plans for recruitment and selection
training plan
retirement plan
103
Parts of strategic plan
Company or corporate mission
Objectives or goals
Strategies
104
Strategic statement that identifies why an organization exists, philosophy or management, and its purpose as distinguished from other similar organizations in terms of products, services, and markets.
Company or corporate mission
105
A section on competition identifies big competitors
and their individual strategies for product quality,
pricing, distribution and promotion.
Marketing plan
106
It is a brief list of the critical success factors in the market, and rates strengths and weaknesses against the competition
SWOT analysis
107
goals that the company
would like to attain during the plan’s term
objectives
108
marketing logic by
which the business unit hopes to achieve its
marketing objectives
Marketing strategy
109
basis for materials buying,
production scheduling, personnel planning,
and market operations
budget
110
it shows the forecast unit sales
and the average net price
for revenues
111
it shows the cost of
production, physical distribution and
marketing.
For expense
112
Difference of revenue and expenses
Projected profit
113
explains who is responsible for each
particular function, when specific tasks are to
be accomplished, targets for sales and
profits, and the like
Production plan
114
Large, multidivisional companies break their
operating plans down by
Divisions
115
The firm forecasts financial statements under alternative versions of the operating plan.
Financial plan
116
Plans may be classified in terms of
functional areas, time horizon, and frequency of use
