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defining the organization’s goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities. |
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desired outcomes or targets |
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documents that outline how goals are going to be met |
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related to the expected internal financial performance of the organization. |
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related to the performance of the firm relative to factors in its external environment (e.g., competitors). |
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official statements of what an organization says, and what it wants its various stakeholders to believe, its goals are |
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goals that an organization actually pursues, as defined by the actions of its members |
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plans that apply to the entire organization and establish the organization’s overall goals |
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plans that encompass a particular operational area of the organization |
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plans with a time frame beyond three years |
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plans covering one year or less |
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plans that are clearly defined and leave no room for interpretation |
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plans that are flexible and set out general guidelines |
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a one-time plan specifically designed to meet the needs of a unique situation |
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ongoing plans that provide guidance for activities performed repeatedly |
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an approach to setting goals in which top managers set goals that then flow down through the organization and become subgoals for each organizational area |
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an integrated network of goals in which the accomplishment of goals at one level serves as the means for achieving the goals, or ends, at the next level |
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Management by objectives (MBO) |
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a process of setting mutually agreed upon goals and using those goals to evaluate employee performance |
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Current plans affecting future commitments must be sufficiently long-term in order to meet those commitments. |
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Formal planning department |
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a group of planning specialists whose sole responsibility is helping to write organizational plans |
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screening information to detect emerging trends |
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gathering information about competitors that allows managers to anticipate competitors’ actions rather than merely react to them |
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