MGMT

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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

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