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