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blueprint specifying the resource allocations, schedules, and other actions necessary for attaining goals
broadly stated definition of the organization's basic business scope and operations that distinguishes it from similar types of organizations
goals that define the outcomes that major divisions and departments must achieve for the organization to reach its overall goals
plans designed to help execute major strategic plans and to accomplish a specific part of the company's strategy
specific, measurable results expected from departments, work groups, and individuals within the organization
plans developed at the organization's lower levels that specify action steps toward achieving operational goals and that support tactical planning activities
management by objectives
method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance
single use plans
plans that are developed to achieve a set of goals that are unlikely to be repeated in the future
ongoing plans that are used to provide guidance for tasks performed repeatedly within the organization
plans that define company responses to specific situations, such as emergencies, setbacks, or unexpected conditions
looking at trends and discontinuities and imagining possible alternative futures to build a framework within which unexpected future events can be managed
event driven planning
evolutionary planning that responds to the current reality of what the environment and the marketplace demand
specific type of planning in for-profit business organizations; typically pertains to competitive actions in the marketplace
plan of actions that describes resource allocation and activities for dealing with the environment, achieving a competitive advantage, and attaining the organization's goals
what sets the organization apart from others and provides it with a distinctive edge for meeting customer needs in the marketplace
planning and decision making that lead to establishment of the firm's goals and development of a specific strategic plan
use of managerial and organizational tools to direct resources toward accomplishing strategic results
evaluation that typically includes a search for SWOT-strengths, weaknesses, opportunities, and threats-that affect organizational performance
attempt to distinguish the firm's products or services from others in the industry
cost leadership strategy
aggressive attempt to seek efficient facilities, pursue cost reductions, and use tight cost controls to produce products more efficiently than competitors
separate entities created with two or more active firms as sponsors, and the organizations share the associated risks and costs
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