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38 Cards in this Set
- Front
- Back
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GOAL
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A DESIRED FUTURE STATE THAT THE ORGANIZATION ATTEMPTS TO REALIZE
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PLAN
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A BLUE PRINT SPECIFYING THE RESOURCE ALLOCATIONS, SCHEDULES AND OTHER ACTIONS NECESSARY FOR ATTAINING GOALS
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PLANNING
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determining the organizations goals and the means for achieving them
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LEVEL OF GOALS/PLANs TRIANGLE
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MISSION STATEMENT
STRATEGIC GOALS/PLANS senior management (org. as a whole) TACTICAL GOALS/PLANS middle management (major div. function) OPERATIONAL GOALS/PLANS lower management (depart., indv) |
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LEGITIMACY
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WHAT THE ORGANIZATION STANDS FOR- REASONS FOR BEING
EMPLOYEES IDENTIFY WITH PURPOSE |
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SOURCE OF MOTIVATION AND COMMITMENT
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EMPLOYEES' ID WITH THE ORGANIZATION
MOTIVATE BY REDUCING UN-CERTAINTY |
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RESOURCE ALLOCATION
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ALLOCATE EMPLOYEES, MONEY AND EQUIPMENT
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GUIDE TO ACTION
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PROVIDE A SENSE OF DIRECTION; FOCUS ATTENTION ON SPECIFIC TARGETS
DIRECT EFFORTS TOWARD IMPORTANT OUTCOMES |
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RATIONALE FOR DECISIONS
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LEARN WHAT ORG. IS TRYING TO ACCOMPLISH
MAKE DECISIONS TO ENSURE THAT INTERNAL PRODUCTS AND EXPENDITURES WILL BE MADE IN ACCORDANCE WITH DESIRED OUTCOMES |
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STANDARD OF PERFORMANCE
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SERVE AS PERFORMANCE CRITERIA
PROVIDE A STANDARD OF ASSESSMENT |
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MISSION
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ORGANIZATIONS REASON FOR EXISTING
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MISSION STATEMENT
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BASIC BUSINESS SCOPE
DISTINGUISHES IT FROM OTHER ORGANIZATIONS |
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STRATEGIC GOALS
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FUTURE PLANS
PLANS FOR WHOLE ORGANIZATION |
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STRATEGIC PLANS
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ACTION STEPS USED TO ATTAIN STRATEGIC GOALS
BLUE PRINT THAT DEFINES THE ORGANIZATION ACTIVITIES AND RESOURCE ALLOCATION LONG TERM |
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TACTICAL GOALS
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APPLY TO MIDDLE MANAGEMENT
GOALS THAT DEFINE THE OUTCOMES THAT MAJOR DIVISIONS AND DEPARTMENTS MUST ACHIEVE |
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TACTICAL PLANS
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PLANS DESIGNED TO HELP EXECUTE STRATEGIC PLANS
SHORTER TIME FRAME THAN STRATEGIC PLANS |
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OPERATIONAL GOALS
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SPECIFIC, MEASURABLE RESULTS
EXPECTED FROM DEPT., WORK GROUPS AND INDIVIDUALS |
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OPERATIONAL PLANS
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ACTION STEPS TOWARD OPERATION GOALS
DAILY AND WEEKLY OPERATIONS SCHEDULES ARE AN IMPORTANT COMPONENT |
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MEANS-END CHAIN
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ACHIEVEMENT OF GOALS AT LOWER LEVELS PERMITS THE ATTAINMENT OF HIGH LEVEL GOALS
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CHARACTERISTICS OF EFFECTIVE GOAL SETTING
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SPECIFIC AND MEASURABLE
CHALLENGING BUT REALISTIC DEFINED TIME PERIOD LINKED TO REWARDS |
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MBO BENEFITS
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MANAGERS AND EMPLOYEES EFFORTS ARE FOCUSED
PERFORMANCE CAN BE IMPROVED EMPLOYEES ARE MOTIVATED DEPARTMENTAL AND INDIVIDUAL GOALS ARE ALIGNED |
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MBO PROBLEMS
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CONSTANT CHANGE PREVENTS MBO FROM TAKING HOLD
POOR EMPLOYER/EMPLOYEE RELATIONS REDUCES MBO EFFECTIVENESS STRATEGIC GOALS MAY BE DISPLACED BY OPERATIONAL GOALS MECHANISTIC ORGANIZATION AND VALUES THAT DISCOURAGE PARTICIPATION TOO MUCH PAPERWORK SAPS MBO ENERGY |
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PROGRAM
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A COMPLEX SET OF OBJECTIVES AND PLANS TO ACHIEVE AN IMPORTANT, ONE-TIME ORG. GOAL
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PROJECT
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SIMILAR TO A PROGRAM BUT GENERALLY SMALLER IN SCOPE AND COMPLEXITY
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VALUE
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THE COMBINATION OF BENEFITS RECEIVED AND COSTS PAID
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POLICY
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A GENERAL GUIDE TO ACTION AND PROVIDES DIRECTION FOR PEOPLE WITHIN THE ORGANIZATION
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RULES
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DESCRIBES HOW A SPECIFIC ACTION IS TO BE PERFORMED
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PROCEDURES
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DEFINES A PRECISE SERIES OF STEPS TO BE USED IN ACHIEVING A SPECIFIC JOB
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UNCONTROLLABLE FACTORS
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ECONOMIC TURNDOWN
DECLINING MARKETS INCREASES IN COSTS OF SUPPLIES TECHNOLOGICAL DEVELOPMENTS SAFETY ACCIDENTS |
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3 STAGES OF CRISIS MANAGEMENT #1
PREVENTION |
BOLD TRUSTING RELATIONSHIP WITH KEY STAKEHOLDERS
OPEN COMMUNICATION |
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3 STAGES OF CRISIS MANAGEMENT #2
PREPARATION |
CRISIS MANAGEMENT TEAM AND PLAN
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3 STAGES OF CRISIS MANAGEMENT #3
CONTAINMENT |
ACTIVATE THE CRISIS MANAGEMENT PLAN
GET THE AWEFUL TRUTH OUT MEET SAFETY AND EMOTIONAL NEEDS RETURN TO BUSINESS |
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CORE COMPETENCE
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SOMETHING THE ORGANIZATION DOES ESPECIALLY WELL IN COMPARISON TO ITS COMPETITORS
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SYNERGY
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A JOINT EFFECT THAT IS GREATER THAN THE SUM OF THE PARTS ACTION TOGETHER
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DIFFERENTIATION
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FLEXIBLE, LOOSE KNIT WITH STRONG COORDINATION
CREATIVE FLAIR, THINKS "OUT OF BOX" STRONG MARKETING ABILITIES REWARDS EMPLOYEE INNOVATION REPUTATION FOR QUALITY OR TECHNICAL LEADERSHIP |
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COST LEADERSHIP
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CENTRAL AUTHORITY, TIGHT COST CONTROLS
EFFICIENT PROCUREMENT AND DISTRIBUTION SYSTEMS CLOSE SUPERVISION, FINITE EMPLOYEE EMPOWERMENT |
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FOCUS
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FREQUENT, DETAILED CONTROL REPORTS
DIRECT COMBINATION OF POLICIES TO STRATEGIC TARGET VALUES AND REWARDS FLEXIBILITY AND CUSTOMER INTIMACY PUSHES EMPOWERMENT TO EMPLOYEES WITH CUSTOMER CONTACTS |
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IMPLEMENTATION DURING TURBULENT TIMES
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3 KEY ISSUES
GLOBAL MIND-SET CORPORATE CULTURE INFORMATION TECHNOLOGY |
