chapters 5-18

5 steps
define objectives- what you want to accomplish

compare- compare the current state with the proposed future state

assumptions- evaluate a test assumption made about reaching the objective

Make a plan- fully develop a plan wt action step

implement- start monitor adjust and evaluate
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Terms in this set (49)
5 steps
define objectives- what you want to accomplish

compare- compare the current state with the proposed future state

assumptions- evaluate a test assumption made about reaching the objective

Make a plan- fully develop a plan wt action step

implement- start monitor adjust and evaluate
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benefits of planning
counteract complacency - overcome status quo

prioritization- makes clear priorities and resource allocations

coordination- helps clarify roles, responsibilities and expectations

time management- reduces decision making and increase efficiency

Identify conflicts and problems- makes it easier to see personal ,equipment and resource problems
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types of planning
forecasts- try and predict future conditions, environment and events

contingency plans- create alternative actions/plans to implement in response to changes in the environment
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categories of plans
financial
facilities
production
marketing plans
sales
human resources
training and developement
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SMART goals (specific, measurable, achievable, realistic, timed)
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start of chapter 6
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control process steps
The four steps in the process of controlling: (1) establish standards; (2) measure performance; (3) compare performance to standards; and (4) take corrective action, if necessary
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types of controls

preliminary- solve problem before it occurs
concurrent- solve problem while it happens
post action- solve problems after it happened

internal- based on personal self-discipline
bureaucratic- relies on authority, policies and rules
social controls- social norms and peer influence
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start to chapter 7
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Strategic Management -process of formulating and implementing strategies to accomplish long term goals and sustain competitive advantage
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strategic formulating- process of crafting strategy to fit mission and strategic intent objectives and environmental conditionsStrategic Implementation- process of putting strategies into actionfive forces model competitor(current) new entrants (future) suppliers (bargains power) customers(bargaining power) substitute products/ services (threat)SWOT analysis strengths, weaknesses, opportunities, threatschapter 10 startperson job fit - match knowledge, skills, abilities, personal qualities and interests with job requirementsperson organization fit- match person with organization, values, culture, people and processclusters/ competitors technical -HR expertise Leadership-ethical practices Business- critical evaluation interpersonal- communication, relationships managementthree types of HR partners reactors anticipatorschapter 11 starttypes of power legitimate- based on position in organization reward-based on persons ability to give followers something to value coercive- based on persona ability to punish referent- based on personas relationship between person and follower expert- based on knowledge information- based on personals ability access connection- based on relationshipstransactional- task focused transformational- vision focusedtyrannical - achieve goals of organization by humiliating and manipulating derailed- no longer seeking organizational goals or engaged supportive/ disloyal- loyal to followers but not loyal to companychapter 12Big 5 Factors openness - curious, imaginative conscientiousness- persistant extraversion- sociable agreeableness-cooperative neuroticism-calminternal vs external locus of control -A person with an internal locus of control believes that he or she can influence events and their outcomes, while someone with an external locus of control blames outside forces for everything.Moods vs. Emotions -Moods are states of feeling that are mild in intensity, last for an extended period of time, and are not directed at anything Emotions are intense feelings, often lasting for a short duration, that are clearly directed at someone or some circumstanceSender--------------->receiver message Feedbackcompounds of an attitude cognitive- thoughts beliefs affective- emotional behavioral- intention/actionchapter 13mcclelands theory of needs -achievement, affiliation, powerHerzberg's Two-Factor Theory -hygiene factors and motivatorsVIE Model valance -how much do I value the reward? instrumentality- how likely with the performance lead to reward? expectancy- how likely is it that I accomplish the goal?chapter 14inputs -abilities -resources -technologythroughputs -norms -roles -cohesionoutputs -task performance -member satisfactioninputs, throughputs, outputsThe open systems theory cycle includes these three components:chapter 15Communication Process -the message channel of a message from a sender to a receivernoise -improper channels -poor expressionschapter 16 and 17Diversity surface level -Observable attributes like race, ethnicity, sex, ageObservable attributes like race, ethnicity, sex, ageDiversity deep level -personality, values, mindsetsInclusionthe action or state of including or of being included within a group or structure.laws and regulation - compliance wt all countries and international laws cultural awareness -eithics and morality logistics and financial transactions -transfer of money, shipping supplies policies and safety -countries political systems and practicesopportunities -expanded markets -production and labor costrisks -ethical and moral concerns -financial and legal -supply chain and logistsicsdare -dignity -active participation -respect -encourage