MGMT Word Scramble
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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 |
Created by:
tonedef543
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