Term
|
Definition
| Planning has to occur before the other management functions can take place. |
|
|
Term
|
Definition
| Forecasting future environment; clarifying or envisioning the mission of the organization; establishing goals; identifying/understanding problems and finding solutions/alternate courses of action/strategies; deciding between alternatives; developing operational plans; planning for contingencies; reviewing plans and the planning process. |
|
|
Term
|
Definition
| Planning flows in a top-down sequence. etc. From mission to strategic (long-range plans) to operational (short-term plans). |
|
|
Term
|
Definition
| Overall role or purpose of the organization. |
|
|
Term
|
Definition
| Desired end states which should be attained in order for the organization to carry out its mission. |
|
|
Term
|
Definition
1. Market share.
2. Productivity
3. Profitability
4. Innovation
5. Resources
6. Worker performance and morale
7. Manager performance and development
8. Social responsibilities |
|
|
Term
|
Definition
| Proportion or percentage of total sales in a region, country, or the world in an enterprise. |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Intro to things that are new-technology, methods, ideas, and new products and services. |
|
|
Term
|
Definition
|
|
Term
| Worker performance and morale |
|
Definition
| Productivity, product quality, and the reputation of the organization for its goods and services, also, a place to work. |
|
|
Term
| Manager performance and development |
|
Definition
| critical aspects of the firm-the quality of its management and the continous avaliability and updating of managerial competence. |
|
|
Term
|
Definition
| To perform the organizations primary function that does not have harmful side effects to society. |
|
|
Term
|
Definition
| Weakness, opportunities, threats and strengths underlaying planning. |
|
|
Term
| Strategic planning or long-range planning |
|
Definition
| Goals in the planning hierarchy. |
|
|
Term
|
Definition
| How to achieve the organization's goals. Option or alternative form of action in a decision situation. |
|
|
Term
|
Definition
| A period covering more than a one year period. Primary responsibilty of top management (assisted by staff) |
|
|
Term
| Operational Planning (action planning) |
|
Definition
| Detailed plans and assignments of responsibilities and authority required to execute strategic plans. |
|
|
Term
|
Definition
| An obligation to complete a task or achieve some goal. |
|
|
Term
|
Definition
| Results, attainments, or accomplishments used as the end points for plans and actions. |
|
|
Term
|
Definition
| Brings the planning process down to the individual. Peter Drucker. System of performance planning and appraisal. |
|
|
Term
|
Definition
| Always in effect. Includes policies, procedures, and rules. |
|
|
Term
|
Definition
| Type of standing plan that includes thinkning, problem-solving and decision-making. |
|
|
Term
|
Definition
| Step-bystep guides to action, thinkning or decision. |
|
|
Term
|
Definition
| Type of standing plan which prescribes (or prohibits) behavior in usually specific terms. |
|
|
Term
|
Definition
| Intended for a specific, one-time purpose or to cover a fixed period of time. This includes programs, projects and budgets. |
|
|
Term
|
Definition
| Broad and fairly long-term, often covering a specified time period. Brings together a variety of actions and organizations for attainment of a common goal. |
|
|
Term
|
Definition
| Shorter time span than programs, and more narrowly focused. Could be components of a program. |
|
|
Term
|
Definition
| Plan for the use of resources, usually stated in monetary terms. |
|
|
Term
|
Definition
| Involves long-range plans that are updated at regular intervals and extended into the future for the specified time period. |
|
|
Term
|
Definition
| Part of the operational planning process. Expecting the unexpected. |
|
|
Term
|
Definition
| First step in the planning process, establishing the premises or assumptions that plans will be based on. |
|
|
Term
|
Definition
| Forecasts about the future environment which serve as the assumptions on which planning is based. |
|
|
Term
|
Definition
| Predict general lvls of economic activity for a locality, region, country or the whole world. |
|
|
Term
| Technological Forecasting |
|
Definition
| Predicting the state of scientific and technological knowledge and the kind of machinery and skills that will exist. |
|
|
Term
|
Definition
| Created in the RAND Corporation. Getting a collection of people to tell their judgements, review them, and then make a final judgement. Don't interact directly with one another, submit anonymous opinions or estimates. |
|
|
Term
|
Definition
| Predicted demand for goods and services provided by the organization. Vital to operational nad production planning. |
|
|
Term
|
Definition
| Asking marketing executives what they expect will happen. |
|
|
Term
|
Definition
| Techniques which can lead to forecasts of consumer tastes, likelihood of product acceptance, and sales or demand. |
|
|
Term
|
Definition
| Regression analysis, or correlations between variables, to predict one from the other. |
|
|
Term
|
Definition
| Gathering knowledge which leads to an understanding of what decisions will have to be made and the general nature of the problems facing the organization. |
|
|
Term
|
Definition
| Deal with problems or opportunities are invented or discovered. |
|
|
Term
|
Definition
| Actual decision between alternatives is made. |
|
|
Term
|
Definition
| Part of the planning process in which problems are defined, understanding of cause-and-effect relationships is acquired. |
|
|
Term
|
Definition
| Technique of creative problem-solving most often used to generate alternatives. |
|
|
Term
| Steps in Problem-solving and Decision-making |
|
Definition
| Define problem. Analyze info and try to understand cause/effect relations. Generate other solutions. Identify criteria. Make decision using the criteria. Develop action and contingency plans. |
|
|
Term
|
Definition
| Musts and NTH's (Nice to have's) |
|
|
Term
|
Definition
| Systematic comparison of what a system/program/activity or capital good will cost-usually over its useful life comapred with the revenues or benefits that will be generated. |
|
|
Term
|
Definition
| Outcome or payoff for an alternative or choice. |
|
|
Term
|
Definition
| Probability of an event or state of nature is known or can be estimated from experience. |
|
|
Term
|
Definition
| Probability of an event or state of nature is unkown and cannot be estimated from experience. |
|
|
Term
|
Definition
| Environment in which our alternatives are going to be operating. Depends on what you are interested in. |
|
|
Term
|
Definition
| Choice/strategy/alternative is the payoff or benefit expectedu nder the conditions of a specified state of nature. |
|
|
Term
|
Definition
| Tabular display of two or more strategies or choices; the conditional values of each under two or more possible states of nature. |
|
|
Term
|
Definition
| Contigent value of the choice/alternative multiplied by the probability of the relevant state of nature. |
|
|
Term
|
Definition
| Accepts the solution that meets his criteria rather than looks for the best possible solution. |
|
|
Term
|
Definition
| Herbert Simon's idea that a real-world decision-maker has his thinking limited by such things as societal and orgazational norms and the impracticality of obtaining or processing all possible or even nice-to-know info about problem or alternatives. |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Eight Key Results Areas; Management by Objectives |
|
|
Term
|
Definition
| Administrative man model of decsion-making; 3 phases of decision making (Nobel prize winner) |
|
|
