Management Chapter 7: Planning and Goal Setting

False (B)

A desired future circumstance or condition that the organization attempts to realize.

<p>achievement</p> Signup and view all the answers

<p>Planning = A management function that defines goals and means to achieve them. Goal = A desired future circumstance or condition. Plan = A blueprint specifying resource allocations and schedules. Mission = Defines the organization's basic purpose.</p> Signup and view all the answers

<p>Establishing a formal mission (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>They specify how resources will be distributed to achieve goals.</p> Signup and view all the answers

<p>To define organizational activities and resource allocations (A)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Daily or weekly operations</p> Signup and view all the answers

<p>strategic</p> Signup and view all the answers

<p>Visual representations of key drivers of success (C)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Strategic plan = Defines long-term organizational activities Tactical plan = Details actions for departments and subunits Operational plan = Specifies daily and weekly action plans Performance goals = Expected results from departments and individuals</p> Signup and view all the answers

<p>Alignment of lower-level goals with higher-level goals</p> Signup and view all the answers

<p>Management-by-objectives (MBO) (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Key Performance Indicator</p> Signup and view all the answers

<p>challenging</p> Signup and view all the answers

<p>Specific and measurable = Goals should allow for measurable progress. Defined time period = Specifies the deadline for goal achievement. Key result areas = Goals must have clear measures of success. Linked to rewards = Achievement is connected to incentives like promotions.</p> Signup and view all the answers

<p>Increase profits by 2 percent (A)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>Achieving specific outcomes</p> Signup and view all the answers

<p>Setting goals and monitoring performance (D)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Employees may cut corners or behave unethically.</p> Signup and view all the answers

<p>setting goals</p> Signup and view all the answers

<p>Setting goals = Establish objectives for departments or projects Developing action plans = Outline how to achieve the set goals Reviewing progress = Evaluate advancement toward the goals Appraising performance = Assess achievement against the set goals</p> Signup and view all the answers

<p>Increases their sense of ownership and commitment (C)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Peter Drucker, 1954</p> Signup and view all the answers

<p>Standing plans (C)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>Sexual harassment policy</p> Signup and view all the answers

<p>contingency</p> Signup and view all the answers

<p>Standing plans = Policies, rules, and procedures for ongoing situations Single-use plans = Specific projects or initiatives Contingency planning = Preparation for emergencies Crisis planning = Response to sudden and devastating events</p> Signup and view all the answers

<p>May cause rigidity (D)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>A source of motivation and commitment</p> Signup and view all the answers

<p>Preventing crises from occurring (D)</p> Signup and view all the answers

<p>True (A)</p> Signup and view all the answers

<p>Crisis Management Plan</p> Signup and view all the answers

<p>crisis</p> Signup and view all the answers

<p>Natural disasters = Fires or earthquakes Normal accidents = Economic crises or product failures Abnormal events = Product tampering or terrorism</p> Signup and view all the answers

<p>Highly ambitious and innovative goals (B)</p> Signup and view all the answers

<p>False (B)</p> Signup and view all the answers

<p>An effective communications system</p> Signup and view all the answers

The most fundamental management function; it's a roadmap to achieve goals.

A desired future state or condition that an organization aims to achieve.

A blueprint for reaching a goal; it outlines resources, schedules, tasks, and actions.

A formal declaration of an organization's basic purpose, especially for external audiences.

Four key activities: Planning, Organizing, Leading, and Controlling.

Distributing resources (money, time, people) to support a plan.

The targets an organization strives to meet.

Steps to determine goals and define the means to achieve them. It starts with a formal mission statement.

A long-term blueprint outlining organizational activities and resource allocation.

Specific results divisions and departments aim to achieve to support strategic goals.

Actions departments take to implement strategic plans, usually over a year.

Specific results expected from individuals, work groups, and departments for daily/weekly operations.

Lower-level action plans to achieve operational goals, supporting tactical plans.

Ensuring consistency and mutual support between lower and higher-level goals and plans.

Visual representations linking organizational goals and plans to achieve high performance and mission.

Result of how well interdependent elements (goals, plans) are aligned to achieve the mission.

A planning approach used by managers to set goals.

Goals that are precisely defined and allow for tracking progress, like increasing sales by 10%.

A deadline or timeframe for achieving a goal, for example, increasing sales within a quarter.

Areas managers focus on to achieve overall goals, measuring success and guiding resource allocation.

Metrics reflecting progress towards strategic goals, based on lower-level goals.

Goals that motivate employees while being attainable, avoiding demotivation from either undue difficulty or ease.

Goals are more achievable when tied to incentives like salary increases, promotions, and bonuses.

Actions taken by managers to stop problems from happening in the first place.

Building strong, trusting relationships between management and stakeholders like employees, customers, suppliers, and the community.

Recognizing potential problems before they become crises through monitoring the environment.

Planning for what to do if a major problem arises.

A group of people specifically responsible for handling a crisis.

A detailed written guide outlining steps to take during a crisis.

A system where different parts of a company create their own plans to meet specific needs.

Challenging but achievable goals that motivate employees to perform better.

Ongoing plans that provide guidance for recurring tasks or situations within an organization. They include policies, rules, and procedures.

Plans used only once for a specific task or project. Examples include building a new headquarters or converting files digitally.

A large-scale, complex, and single-use plan that involves many activities and resources. Examples include building new headquarters or converting paper files to digital.

A smaller, more specific, and single-use plan that focuses on a particular task or goal. Examples include renovating an office or setting up an intranet.

A general guideline that outlines acceptable behavior or conduct in an organization. Examples include sexual harassment policies and internet use policies.

A specific, clear, and inflexible instruction that must be followed. Examples include rules prohibiting eating in certain areas or requiring specific dress codes.

A step-by-step guide that describes how to handle a specific task or situation. Examples include procedures for issuing refunds or for handling employee grievances.

Planning for unexpected events, emergencies, setbacks, or unfavorable conditions. It involves creating backup plans or alternative courses of action.

The four steps of MBO are: (1) setting goals, (2) developing action plans, (3) reviewing progress, and (4) appraising performance.

MBO benefits include focused efforts on goal attainment, a sense of ownership for employees, increased motivation, improved performance across levels, and alignment of goals.

A potential drawback of MBO is that employees may prioritize meeting targets over ethical behavior or problem detection.

A system that emphasizes the methods and processes used to achieve goals, rather than solely focusing on results.

The process of defining goals and outlining how to achieve them, using a structured approach for resource allocation and decision-making.

Ensuring that goals and plans at different levels (operational, tactical, strategic) are consistent and supportive of each other.