| Question |
Answer |
| Goal | Desired future state an organization attempts to realize |
| plan | Blueprint specifying the rescourse allocations, scedules, and other actions necessary for attaining goals. |
| planning | determining the org's goals and the means for achieving them. |
| External Message | legitimacy for investors, customers, suppliers, community. |
| Internal Message | legitimacy, motivation, resource allocation, guides, rationale, standards. |
| strategic goals/plans | Senior MGMT (org as a whole) |
| Tactical Goals/Plans | Middle MGMT (major divisions/functions) |
| operational goals/plans | lower MGMT |
| purpose of goals/plans | legitimacy, source of motivation and commitment, resource allocation, guides to action. |
| legitimacy | what the org stands for |
| source of motivation and commitment | employees identification with the org |
| resource allocation | alocates employees, money, and equiptment |
| guides to action | provides a sense of direction; focus attention on specific targets. |
| internal and external messages goals and plans send | rationale for decisions and standard for performance |
| rationale for decisions | learn what the org is trying to accomplish. ensure everything fits in with the DESIRED OUTCOME! |
| standard for performance | provide a standard of assessment |
| mission | orgs reason for existing |
| mission statement | basic business scope. distingushes it from other orgs |
| strategic goals | future plans. plans for whole org |
| strategic plans | action steps to attain strategic goals.
Blueprint that defines the orgs activities and resource allocation.
long-term |
| Tactical goals | apply to middle MGMT.
Goals that define the outcomes that major divisions and departments must achieve.
|
| Tactical Plans | Plans designed to help execute strategic plans.
shorter time frame than strategic plans. |
| Operational Goals | specific, measurable results
expected from departments, work groups, and individuals |
| Operational Plans | Action steps toward operational goals
Daily and weekly operations
scedules are an important component |
| Means-End Chain | achievment of lower level goals permits attainment of high-level goals.
|
| characteristics of effective goal setting | specific and measureable. challenging but realistic. defined time period. linked to rewards. |
| MGMT by objective process | step 1: set goals
step 2: Develop action plans
step 3: review progress
step 4: Appraise overall performance |
| MGMT by objective process benefits | - Manager and employee efforts are focused
- performance can be improved
- employees are motivated
- departmental and individual goals are aligned |
| MGMT by objective process problems | - constant change
-poor employee-employer relations reduces MBO effectiveness
- strategic goals may be displaced by operational goals
- mechanistic orgs and values that discourage participation
-too much paperwork saps energy |
| single use plans | goals not likely to be replaced |
| program | complex set of objectives and plans to achieve an important, one time org goal
|
| project | similar to a program but usually smaller in scope
|
| standing plans | tasks performed repeatedly |
| policy | general guide to action and provides direction for peolpe within the org |
| rules | describe how a specific action is to be performed |
| procedures | define a precise series of steps to be used in achieving a specific job. |
| contingency plans | unexpected conditions |
| what to do for contingency plans | * identify uncontrollable factors
-economic turndowns
-declining markets
-increases in costs of supplies
tech developments
safety accidents |
| building scenarios | looking at trends and discontinuities and imagining possible alternative futures to build a framework within which unexpected future events can be managed.
|
| three stages of crisis MGMT | prevention, preperation, containment
|
| prevention | build trusting relationship with key stakeholders
- open communication |
| preparation | - crisis MGMT team and plan
- Establish an effective comm system
|
| containment | - Activate the crisis MGMT plan
- Get the awful truth out
- meet safety and emotional needs
- return to business
|
| planning for high performance | - planning changes as global environment changes
- less top-down MGMT
-involve managers throughout the org
-strategic thinking and execution is becoming job of all employees. |
| planning in new workplace | event driven planning
streach goals
strong mission statement
establish learning culture
|
| strategic MGMT | pertains to competative actions in the workplace |
| core competance | something the org does especially well |
| synergy | sum is greater than parts |
| value | combintion of benefits recieved and costs paid
|
| swot | strength
weaknesses
oppurtunaties
threats |
| business lvl strategy (porter) | potential new entrants
bargaining power of buyers
bargaining power of suppliers
threat of substitute products
rivalry among competators
|
| differentiation | flexable, loose knit, with strong coordination
creative flair
strong marketing abilities
rewards employee innovation
reputation for quality
|
| cost leadership | central authority, tight cost controls
efficient procurement and distribution systems
close supervision, finite employee empowerment |
| focus | frequent, detailed control reports
direct combination of policies to strategic policies
values and rewards flexability and customer intimacy
pushes empowerment to employees with customer contact. |
| partnership strategies | collaboration is an alternative form of strategy
competition and collaboration are often present at the same time
the internet is driving more partnerships
|
| Leadership | use persuasion
motivate employees
shape cultures/values
|
| HR | recruit/select employees
managetransfers/ romotions/ training
direct layoffs |
| structural design | design org chart
-create teams
-determine centralization/ decentralization
|
| Info and control systems | revise pay and rewards
change budget allocations
implement info systems |
Ch.18 LTI-MA 509
