Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

mgt > planning (6) > Flashcards

planning (6) Flashcards

1
Q

_____ identify what the organization wants to accomplish and how.

A

planning programs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

____ is a process that helps managers set objectives for the future and map out the activities and means that will make it possible to achieve those objectives.

A

planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What are the two planning processes?

A

formal and informal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are the four key elements to a plan?

A

objectives, actions, resources, implementation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

_____ are goals or targets that the firm wishes to reach within a stated amount of time.

A

objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

_____ are the specific steps the firm intends to take to achieve the desired objectives.

A

actions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Planned actions cannot be carried out effectively without careful _____ allocation.

A

resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Plans must be accompanied by _____ guidelines that show how the intended actions will be carried out. It involves dividing tasks among the different actors, specifying reporting relationships and establishing timelines.

A

implementation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

____ sets the stage for the others by providing a sense of direction. It is a process of setting objectives and determining how best to accomplish them.

A

planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What is the importance of planning?

A

When planning is done well it creates a solid platform the other management functions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Allocating and arranging resources to accomplish tasks.

A

organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Guiding the efforts of human resources to ensure high levels of task accomplishment.

A

leading

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Monitoring tasks accomplishments and taking necessary corrective action.

A

controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Good planning makes organization –

A

action-oriented, priority-oriented, advantage-oriented, change-oriented

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Keeping a results-driven sense of direction

A

action-oriented

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Making sure that most important things get first attention.

A

priority-oriented

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Ensuring that all resources are used to best advantage.

A

advantage-oriented

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Anticipating problems and opportunities so they can be best dealt with.

A

change-oriented

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

_____ refers to the 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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

____ outline the firm’s long-range (2-5 years) organizational goals and set a course of action the firm will pursue to reach its goals.

A

strategic plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

_____ are developed at the division or department level. They specify the activities that must be performed, when they must be completed, and the resources a division or department will need to complete the portions of the strategic action plan under its purview.

A

tactical action plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

____ typically focus on departmental goals and cover a period of one to three years.

A

tactical plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Line managers and employees directly responsible for individual tasks or activities are the one who create ______.

A

operational action plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

These plans tend to be narrowly focused on resources, methods, timelines, and quality control issues for a particular kind of operation. Usually define actions for less than one year and focus on accomplishing a firm’s specific objectives.

A

operational action plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

What are the five basic steps in the planning process?

A

setting organizational, divisional or unit goals, developing strategies or tactics to reach goals, determining resources needed, setting standards

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What are the three different types of plans?

A

functional area plans, plans with time horizon, plans according to frequency of use

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

What are the four under the functional area plans?

A

marketing plan, production plan, financial plan, human resource management plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

What are the two under the plans with time horizon?

A

short-range plans, long-range plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

What are the two under the plans according to frequency of use?

A

standing plans, single-use plans

30
Q

____ is the written document or blueprint for implementing and controlling an organization’s marketing activities related to a particular marketing strategy.

A

marketing plan

31
Q

____ is a written document that states the quantity of output a company must produce in broad teams and by product family.

A

production plan

32
Q

____ is a document that summarizes the current financial situation of the firm, analyzes financial needs, and recommends a direction for financial activities.

A

financial plan

33
Q

____ is a document that 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.

A

human resource management plan

34
Q

_____ are plans intended to cover a period of less than one year. First-line supervisors are mostly concerned with these plans.

A

short-range plans

35
Q

_____ are plans covering a time span of more than one year. These are mostly undertaken by middle and top management.

A

long-range plans

36
Q

_____ are plans that are used again and again, and they focus on managerial situations that recur repeatedly.

A

standing plans

37
Q

What are the three classifications of standing plans?

A

policies, procedures, rules

38
Q

____ are broad guidelines to aid managers at every level in making decisions about recurring situations or function.

A

policies

39
Q

____ are plans that describe the exact series of actions to be taken in a given situation.

A

procedures

40
Q

_____ are statements that either require or forbid a certain action. Written statement of the general permissible bounds for the application of particular policies.

A

rules

41
Q

_____ are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated.

A

single-use plans

42
Q

What are the three classifications of single-use plans?

A

budget, program, project

43
Q

According to Weston and Bringham, is “a plan which sets forth the projected expenses for a certain activity and explains where the required funds will come from.”

A

budget

44
Q

____ is a single-use plan designed to coordinate a large set of activities.

A

program

45
Q

____ is a single-use plan that is usually more limited in scope than a program and is sometimes prepared to support a program.

A

project

46
Q

Developing strategy for an organization may seem a deceptively simple task:

A

find out what customers want, provide it for them at the best prices and service, make sure competitors can’t copy what you are doing well

47
Q

____ is the process of formulating and implementing strategies to accomplish long-term goals and sustain competitive advantage.

A

strategic management

48
Q

What is the process of strategic management?

A

strategic analysis, strategy formulation, strategy implementation

49
Q

To assess the organization, its environment, its competitive positioning, and its current strategies.

A

strategic analysis

50
Q

The process of developing a new or revisited strategy.

A

strategy formulation

51
Q

Using resources to put strategies into action, and then evaluating results so that the implementation can be improved or the strategy itself changed.

A

strategy implementation

52
Q

What are the four essentials of strategic analysis?

A

vision statements, mission statements, core values and culture, goals

53
Q

An inspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. It is intended to serves as a clear guide for choosing current and future courses of action.

A

vision statements

54
Q

____ are “enduring statements of purpose that distinguish one business from other similar firms. It identifies the scope of a firm’s operations in product and market terms.” It addresses the basic question that faces all strategies: “What is our business?”

A

mission statements

55
Q

_____ helps managers inspire the support and respect of an organization’s stakeholders.

A

mission statements

56
Q

Organizational _______ should be analyzed in the strategic management process to determine how well they align with the mission.

A

values and culture

57
Q

____ are broad beliefs about what is ro is not appropriate behavior.

A

core values

58
Q

The presence of ____ helps build a clear organizational identity. It gives the organization a sense fo character as seen through the eyes of employees and external stakeholders.

A

core values

59
Q

A clear and strong _____ helps guide the behavior of organization members in ways consistent with mission and core values.

A

organizational culture

60
Q

Great goals tend to have these five characteristics:

A

specific, timely, measurable, challenging, attainable

61
Q

Clearly targeted key results and outcomes to be accomplished.

A

specific

62
Q

Linked to specific timetables and “due dates”

A

timely

63
Q

Described so results can be measured without ambiguity.

A

measurable

64
Q

Include a stretch factor that moves toward real gains.

A

challenging

65
Q

Although challenging, realistic and possible to achieve.

A

attainable

66
Q

____ is a visual representation of a project’s schedule. It is also well known useful for planning and tracking the project from beginning to finish and it represents a project’s critical path as well as the scope for the project.

A

network diagram

67
Q

According to James Kelley, is an algorithm for scheduling a set of project activities. It refers to the sequence or order of schedule activities that will make up the entire duration of a project.

A

critical path method

68
Q

A ____ is determined by identifying the longest stretch of dependent activities and measuring the time required to complete them from start to finish.

A

critical path

69
Q

Why should engineer managers keep an eye on the activities on the critical path?

A

Since any delay on those activities will directly impact the completion date of the project.

70
Q

_____ convey this information visually. It outlines all of the tasks involved in a project, and their order, shown against a timescale. This gives an instant overview of a project, its associated tasks, and when these need to be finished.

A

Gantt charts

71
Q

Gantt chart wa discovered by ____ in around 1910.

A

Henry Gantt

mgt (12 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions