Cap - Chapter 2

Front 1

Contingency planning

Back 1

Developing action plans to help an organization cope with any unforeseen events that may arise.

Front 2

Ethics

Back 2

A code of conduct that governs the behavior and actions of individuals that subscribe to the code; the standards of right and wrong behavior that guide people.

Front 3

Gap analysis

Back 3

Measures the gap between perception and reality within the organization as well as between the organization and the broader business environment. A gap analysis might be done on service to customers, or on internal or external communication.

Front 4

Management by objectives (MBO)

Back 4

A systematic approach to planning and controlling activities whereby superiors and those who report to them (subordinates) collaborate on setting objectives. Orginated by Peter Drucker.

Front 5

Mission

Back 5

The most broadly stated objective of an organization; the basic purpose for the organization's existence.

Front 6

Objective

Back 6

The end results an organization seeks to attain to fulfill the organization's mission.

Front 7

Operational planning

Back 7

First-line managers conduct day-to-day activities necessary to achieve longer term tactical and strategic goals.

Front 8

Policy

Back 8

A general statement developed by organization management and communicated to managers and supervisors so they can make consistent decisions in handling certain anticipated problems. Policies define the limits within which supervisors must stay as they make decisions.

Front 9

Procedure

Back 9

A set, or sequence, of steps to be followed in performing specific tasks or actions. Procedures specify behavior for managers to follow in making decisions in specific situations.

Front 10

Rule

Back 10

States exactly what is to be done; it allows for no discretion or deviation.

Front 11

Single-use plans

Back 11

Plans that may cover an activity such as a technology transition, a physical move to a temporary location during a renovation, installation of complex machinery or systemwide software, or any singular action that requires concentrated planning.

Front 12

Stakeholders

Back 12

All persons whom an organization is dedicated to serve.

Front 13

Standing-use plans

Back 13

Plans that guide regular activity of an organization. Plans may be in the form of procedure guidelines, calendars, report cycles, documents, or other tools that can guide and direct the business routine.

Front 14

Strategic planning

Back 14

Establishing long-term goals agreed upon by the entire organization that define the direction in which the organization will go; establishing clear parameters for recognizing and achieving success; and directly a process of continuous adaptation that is within the corporate objectives and resilient to external challenges.

Front 15

SWOT analysis

Back 15

Stands for strengths, weaknesses, opportunities, and threats; a system used to scan the environment and understand the factors that will affect the strategy designed.

Front 16

Tactical planning

Back 16

Setting short-term goals that show how to achieve the broad objectives specified in the strategic plans. Tactical plans include specific actions to be taken to achieve objectives.