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MGMT test 2 chap 5

Terms in this set (29)

Planning
choosing a goal and developing a strategy to achieve that goal
Benefits of planning
intensified effort, persistence, direction, and development of task strategies.
Pitfalls of planning
impeding change, false sense of certainty, detachment of planners.
SMART Goals
Specific, Measurable, Attainable, Realistic, Timely
Developing commitment
Determination to achieve a goal
Developing action plan
Specific steps. people, resources, and time period needed to attain goal.
Distal goals
long term
Proximal goals
Short term
Options based planning
maintaining planning flexibility by making small, simultaneous investments in many alternative plans
Slack resources
a cushion of extra resources that can be used with options-based planning to adapt to unanticipated changes, problems, or opportunities
Strategic plans
Overall company plans that clarify how the company will serve customers and position itself over the next 2-5 years.
Purpose statement
a statement of a company's purpose or reason for existing
Tactical plans
plans created and implemented by middle managers that specify how the company will use resources, budgets, and people over the next six months to two years to accomplish specific goals within its mission
Operation plans
day-to-day plans, developed and implemented by lower-level managers, for producing or delivering the organization's products and services over a thirty-day to six-month period
Single use plans
plans that cover unique, one-time-only events
standing plans
used repeatedly to handle frequently recurring events
budgets
quantitative plans through which managers decide how to allocate available money to best accomplish company goals
decision making
process of choosing a solution from available alternatives.
programmed decisions
recurring and simple matters for which decision rules have been established.
Non programmed decisions
Now and complex matters with important consequences that require new solutions.
Rational decisions making
a systematic process of defining problems, evaluating alternatives, and choosing optimal solutions
intuitive decision making
the use of instinct and feeling to choose a solution to a problem.
Decision making steps
define the problem, identify decision criteria, weigh the criteria, generate alternative courses of action, evaluate each alternative, compute the optimal decision
limitations
Time and money constraints
Satisficing
choosing a "good enough" alternative
Group advantages
Enhanced ability to identify and define problems, increase in number of alternatives generated.
Group Pitfalls
time consuming, dominant members take control, equality bias. Pressure within the group, for members to agree.
C-type conflict (cognitive conflict)
disagreement that focuses on problem and issue related differences of opinion
A-type conflict (effective)
disagreement focuses on individuals or personal issues.
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