MGMT

Description:	MGMT
Category:	Russian
Created by:	tonedef543 on 2009-02-07

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