Chapter 1

Question 1

Managers are people who do these four things:

Answer 1

Step 1 - Plan
Step 2 - Organize
Step 3 - Lead (aka - directing)
Step 4 - Control

Question 2

What does it mean to “plan”?

Answer 2

to set goals and predict problems

• Forecast the future
• Develop strategy
• Set goals
• Analyze the environment

Question 3

What does it mean to “lead”?

Answer 3

lead others to help reach goals of your organization

• Motivate
• Communicate
• Build teams

Question 4

What does it mean to “control”?

Answer 4

control what happens by using feedback to track and direct progress toward those goals

• Keep things on track
• Measure progress
• Spot errors and misdirection
• Feedback

Question 5

What does it mean to “organize”?

Answer 5

Organize to support your plans

• Build the Org Chart
• Resources in the right places
• Align authority and responsibility

Question 6

Modern management first came in what year and by who?

Answer 6

1888 by Henri Fayol in what he called at the time “administrative management”

Question 7

What were the five functions of “administrative management”?

Answer 7

Planning*
Organizing*
Commanding
Coordinating
Controlling*

Interestingly, three of the five functions here still make up what we use today.

Question 8

Administrative management developed ___ points or tips for how to run an organization that are still relevant today.

Answer 8

14

Question 9

Around the same time that Fayol was thinking and writing in France, there were a group of American thinkers who came up with something called..?

Answer 9

Scientific Management

This was an attempt to improve productivity by watch productive workers and telling others to follow in their footsteps. There was no model to this. This was however very useful in manufacturing, mining and assembly jobs that would have simple repetitive tasks.

Question 10

Who was the pioneer of Scientific Management?

Answer 10

Frederick Taylor

Question 11

What are “time and motion studies”?

Answer 11

Under Scientific Management, Frank and Lillian Gilbreth which measured the time it took for workers to perform an action

Question 12

The minimum action that a human being can take, the minimum piece of measurable work is called…?

Answer 12

Therblig

(Gilberth spelled backwards)

Question 13

What came after Scientific Management?

Answer 13

Professional Management

This was created to address some of the real limitations of scientific management and to move it away from just manufacturing and mining to make it applicable to other services in the industry.

Question 14

Professional Management recognized that management is a set of…?

Answer 14

learned skills - the idea that we could take a person who is not a manager and teach them how to become a manager

Question 15

What is the “Human Relations Movement”?

Answer 15

Developed in 1933 by Elton Mayo

This looked at how the employees interacted with their managers and how those interactions affected productivity.

Question 16

What is the “Behaviorist School of Management”?

Answer 16

Deeply associated with Elton Mayo from a set of studies called the Hawthorne Studies.

This is fueled from the Human Relations Movement in which based off that created the idea that managers should be expected to understand their employees and use that understanding to benefit their company.

“Social factors affect performance”

Question 17

Who are the two most influential writers in modern management?

Answer 17

Peter Drucker
Michael Porter

Question 18

Who is Peter Drucker?

Answer 18

He wrote a long series of books in the second half of the 20th century that looked at how knowledge workers (as opposed to labor workers) were motivated and how they differed from other types of workers.

Question 19

Who is Michael Porter?

Answer 19

Professor at Harvard

He developed key theories of management as strategy

Question 20

What are some examples of a corporates social responsibility?

Answer 20

Shareholders/Stakeholders
Nation
Customers
Employees
Environment
Neighbors

Question 21

There are three particular pieces of legislation that are directly relevant to American businesses. What are these?

Answer 21

FCPA
Sarbanes-Oxley
ISO 14000

Question 22

What is the FCPA?

Answer 22

Foreign Corrupt Practices Act

Hold US businesses accountable for ethical behavior globally. Bans bribery and other acts, even if they are legal in another country.

Question 23

What is the Sarbanes-Oxley Act?

Answer 23

Requires US corporations to publish ethical guidelines. This was passed in the wake of the Enron scandal that bankrupted itself through highly illegal and questionable accounting practices.

This requires US corporations to publish their own ethical guidelines (a Code of Ethics)

Question 24

What is the ISO 14000?

Answer 24

International Standards Organization 14000

Set of standards for international organizations that want to systematize their environmental management efforts

Question 25

There are four basic views on ethics to help guide business like decisions. They are…?

Answer 25

Utility - The most good for the most people (this is the most common in business)

Theory of Justice - What is perceived as fair

Rights - Are individual rights violated?

Compassion - Is this how we want to treat people? The Golden Rule.

Question 26

How do you describe “managerial ethics”?

Answer 26

The standard of conduct that guides a person’s decisions and behaviors.

Question 27

What does the “principles of management” mean?

Answer 27

The means by which you actually manage, that is, get things done through others - individually, in groups, or in organizations.

Formally defined as the activities that “plan, organize, and control the operations of the basic elements of people, materials, machines, methods, money and markets, providing direction and coordination and giving leadership to human efforts, so as to achieve the sought objectives of the enterprise.”

Question 28

The fundamental notion of principles of management was developed by French management theorist…?

Answer 28

Henry Fayol

He is credited with the original planning-organizing-leading-controlling framework (P-O-L-C) which remains the dominant management framework in the world.

Question 29

This is the process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways.

Answer 29

Empowerment

Question 30

There remains the need for different types of managers. What are these different types?

Answer 30

1. Top Managers - responsible for developing the organization’s strategy and being a steward for its vision and mission.
2. Functional - responsible for the efficiency and effectiveness of an area, such as accounting or marketing.
3. Supervisory/team - responsible for coordinating a subgroup of a particular function of a team composed of members from different parts of the organization.

Question 31

What is the difference between a line and a staff manager?

Answer 31

Line - leads a function that contributes directly to the products or services the organization creates (often called a product or service manager)

Ex. being in charge of the production, marketing and profitability of Tide

Staff - leads a function that creates indirect inputs

Ex. managing the finance and accounting aspect of Tide

Question 32

What is a project manager?

Answer 32

Has the responsibility for the planning, execution, and closing of any project.

Question 33

What is a general manager?

Answer 33

Someone who is responsible for managing a clearly identifiable revenue-producing unit, such as a store, business unit, or product line.

They generally have to make decisions across different functions and have rewards tied to the performance of an entire unit.

Question 34

What is “management”?

Answer 34

The art of getting things done through the efforts of other people.

This is drawn from a biography of Mary Parker Follett who introduced phrases such as “conflict resolution,” “authority and power,” and “the task of leadership.”

Question 35

General managers take direction from their ___ ___.

Answer 35

top executives

** They must first understand the executives’ overall plan for the company. Then they set specific goals for their own department to fit in with the plan.

Question 36

General managers must describe their goals clearly to their support staff. The ___ ___ see that the goals are met.

Answer 36

supervisory managers

Question 37

What is the difference between a traditional and contemporary management system?

Answer 37

1. Traditional - Top managers ensure the organization’s competitiveness and lower level managers’ and job security. The lower level managers and employees implement top management strategy with loyalty and obedience.
2. Contemporary - Empowered lower-level managers and employees are responsible for the organization’s competitiveness and their own development. Top management support personnel development and ensure employability.

Question 38

This is an organized set or behaviors, and Mintzberg identified 10 ___ common to the work of all managers.

Answer 38

role

Question 39

Roles are divided into these three groups:

Answer 39

1. Interpersonal - ensure that information is provided.
2. Informational - link all managerial work together.
3. Decisional - makes significant use of the information

Question 40

Describe the 10 roles and what groups they are categorized under.

Answer 40

1. Interpersonal - figurehead, leader, liaison.
2. Informational - monitor, disseminator, spokesperson
3. Decisional - Entrepreneur, disturbance handler, resource allocator, negotiator

Question 41

There are four decisional roles that managers play.

Answer 41

1. Entrepreneur role - the manager initiates change
2. Disturbance handler - deals with threats to the organization
3. Resource allocator - chooses where the organization will expend its efforts.
4. Negotiator - Negotiates on behalf of the organization

Question 42

The supervisor performs managerial roles but with different emphasis than higher managers. Supervisory management is more focused and short term in outlook. With that in mind, which roles line up best with supervisors?

Answer 42

1. Disturbance Handler
2. Negotiator

Question 43

The top-level manager is seen as an __ __, while the supervisor is seen as a __ or __ expert.

Answer 43

industry

unit or departmental

Question 44

Since ___ permeates all activities, this role is among the most important of all roles at all levels of management.

Answer 44

leadership

Question 45

The principles of management are drawn from a number of academic fields, principally…?

Answer 45

the fields of leadership, entrepreneurship and strategy

Question 46

If management is defined as getting things done through others, then leadership should be defined as…?

Answer 46

the social and informal sources of influence that you use to inspire action taken by others

It means mobilizing others to want to struggle toward a common goal

Question 47

Good leaders and leadership at P&G used to imply having followers, whereas in today’s society, good leadership means…?

Answer 47

followership and bringing out the best in your peers

Question 48

This is defined as the recognition of opportunities (needs, wants, problems and challenges) and the use or creation of resources to implement innovative ideas for new, thoughtfully planned ventures.

Answer 48

Entrepreneurship

*** This is more than simply coming up with a good idea - someone also has to convert that idea into action.

Question 49

The central, integrated, externally-oriented concept of how an organization will
achieve its objectives.

Answer 49

strategy

*** When an organization has a long-term purpose, articulated in clear goals and objectives, and these goals and objectives can be rolled up into a coherent plan of action.

Question 50

This is the body of knowledge that answers questions about the
development and implementation of good strategies.

Answer 50

Strategic Managment

Question 51

The principles of management are drawn from three specific areas. What are these?

Answer 51

Leadership
Entrepreneurship
Strategic Mangement

Question 52

How does leadership, entrepreneurship and strategic movement relate to one another?

Answer 52

leadership helps you understand who helps lead the
organization forward and what the critical characteristics of good leadership might be. Entrepreneurs are fanatical about identifying
opportunities and solving problems—for any organization, entrepreneurship
answers big questions about “what” an organization’s purpose might be.
Finally, as you’ve already learned, strategic management aims to make sure
that the right choices are made—specifically, that a good strategy is in
place—to exploit those big opportunities.

Question 53

The P-O-L-C framework used for managers has received criticism for what reason?

Answer 53

Specifically, these criticisms stem from the observation that the P-O-L-C functions might be ideal but that they do not accurately depict the day-to-day actions of actual managers.

The typical day in the life of a manager at any level can be fragmented and hectic, with the constant threat of having priorities dictated by the law of the trivial many and important few (i.e., the 80/20 rule).

Question 54

When it comes to the POLC framework, this is the function of management that involves setting objectives and determining a course of action for achieving those objectives.

Answer 54

Planning

Question 55

Planning is a process consisting of several steps. The process begins with…?

Answer 55

Environmental Scanning

This simply means that the planners must be aware of the critical contingencies facing their organization in terms of economic conditions, their competitors and their customers. Planners must then attempt to forecast future conditions. These forecasts form the basis for planning.

Question 56

These are statements of what needs to be achieved and when.

Answer 56

Objectives

** Planners must establish these through strategic planning

Question 57

This involves analyzing competitive opportunities and threats, as
well as the strengths and weaknesses of the organization, and then determining
how to position the organization to compete effectively in their environment.

Answer 57

Strategic planning

*** This is most often conducted by the organization’s top mangement

Question 58

Strategic planning often has a long time frame, usually ___ or more.

Answer 58

3 years

Question 59

Strategic planning is often based on the organization’s ___, which is its fundamental reason for existence.

Answer 59

mission

Question 60

What are the two types of strategic planning?

Answer 60

1. Tactical Planning
2. Operational Planning

Question 61

What kind of strategic planning is the following describing?

This is intermediate-range (one to three years) planning that is designed to develop relatively concrete and specific means to implement the
strategic plan. Middle-level managers often engage in this.

Answer 61

Tactical Planning

(one to three years)

Question 62

What kind of strategic planning is the following describing?

Generally assumes the existence of organization-wide or subunit goals and objectives and specifies ways to achieve them. Operational
planning is short-range (less than a year) planning that is designed to develop
specific action steps that support the strategic and tactical plans.

Answer 62

Operational Planning

(less than a year)

Question 63

The matching of organizational form such as structure, reporting relationships, and information technology, with the organization’ strategy.

Answer 63

Organizational Design

Question 64

This structure is usually represented by an organizational chart, which provides a graphic representation of the chain of command within an organization.

Answer 64

The structure of the organization

Question 65

Decisions made about the nature of jobs within the organization are generally called __ __ decisions

Answer 65

job design

Question 66

Organizing at the level of the organization involves deciding how best to ___, or cluster, jobs into departments to coordinate effort effectively.

Answer 66

departmentalize

** This can be organized by function, product, geography or customer. Many large organizations use multiple methods of this.

Question 67

Organizing at the level of the a __ __ involves how best to design individual jobs to most effectively use human resources.

Answer 67

particular job

Question 68

Traditionally, __ __ was based on principles of division of labor and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become.

Answer 68

job design

*** However, experience has shown that it is possible for jobs to become too narrow and specialized.

Question 69

What is the definition of “job design”?

Answer 69

The process of putting together
various elements to form a job, bearing in mind organizational
and individual worker requirements.

Question 70

Recently, many organizations have attempted to strike a balance between the need for worker specialization and the need for workers to have a job that entail variety and autonomy. For this reason, many jobs are now designed based on such principles as…?

Answer 70

empowerment
job enrichment
teamwork

Question 71

A job redesign technique that
allows workers more control
over how they perform their
own tasks.

Answer 71

job enrichment

Question 72

Cooperative effort by the members of a group or team to
achieve a common goal.

Answer 72

teamwork

Question 73

Studies of ___ and ___ theory provide important information about
the ways in which workers can be energized to put forth productive effort.

Answer 73

motivation

Question 74

Research tells us that to become effective at leading, managers
must first understand their subordinates’…?

Answer 74

personalities, values, attitudes, and
emotions.

Question 75

Controlling involves ensuring that performance does
not deviate from standards. Controlling consists of three steps, which include…?

Answer 75

1. Establishing performance standards
2. Comparing actual performance against standards
3. Taking corrective action when necessary

Question 76

These standards often stated in
monetary terms such as revenue, costs, or profits but
may also be stated in other terms, such as units produced, number of defective products, or levels of quality or customer service.

Answer 76

Performance Standards

Question 77

The measurement of performance can be done in several ways, depending on the performance standards. This includes things such as…?

Answer 77

including financial statements, sales reports, production
results, customer satisfaction, and formal performance
appraisals.

Question 78

The managerial function of controlling should not be confused with control in the ___ or ___ sense.

Answer 78

behavioral or manipulative

*** This function does not imply that managers should attempt to control or to manipulate the
personalities, values, attitudes, or emotions of their subordinates. Instead, this
function of management concerns the manager’s role in taking necessary actions to
ensure that the work-related activities of subordinates are consistent with and
contributing toward the accomplishment of organizational and departmental
objectives.

Question 79

Effective controlling requires the existence of ___, since ___ provides the necessary performance standards or objectives.

Answer 79

plans
planning

Question 80

Controlling also requires a clear
understanding of where responsibility for deviations from standards lies. Two
traditional control techniques are:

Answer 80

1. Budget Audits
2. Performance Audits

Question 81

This involves the examination and verification of records and supporting documents.

Answer 81

Audit

Question 82

A ___ audit provides information about where the organization is with respect to
what was planned or budgeted for, whereas a ___ audit might try to
determine whether the figures reported are a reflection of actual performance.

Answer 82

budget

performance

Question 83

Individuals and organizations
who are actively involved in
the organization or whose
interests may be positively or
negatively affected as a result
of what the organization does.

Answer 83

Stakeholders

Question 84

___ ___ is very important to a firm’s stakeholders 17
particularly its investors or owners, because this performance eventually provides
them with a return on their investment.

Answer 84

Economic performance

Question 85

Increasingly though, it seems clear that
noneconomic accomplishments, such as reducing waste and pollution, for example,
are key indicators of performance as well. Indeed, this is why the notion of the ___ ___ ___ is gaining so much attention in the business press.

Answer 85

triple bottom line

Question 86

The measurement of business
performance along social,
environmental, and economic
dimensions.

Answer 86

Triple Bottom Line

Question 87

This is the difference between revenue and the opportunity cost of all resources used to produce the items sold.

Answer 87

Economic profit

Question 88

Economic profit is a form of ___ ___ where profits are achieved when revenues exceed the accounting cost the firm “pays” for those inputs. In other words, your organization makes a profit when its revenue are more than its costs in a given period of time, such as three months, six months or a year.

Answer 88

accounting profit

*** The difference between an organization’s revenues and its costs in a given period of time.

Question 89

This is a concept whereby organizations consider the interests of society by taking
responsibility for the impact of their activities on customers, suppliers, employees,
shareholders, communities, and the environment in all aspects of their operations.

Answer 89

Corporate Social Responsibility

CSR

*** This utilizes the social and environmental facets of performance for success

Question 90

What are the three facets of performance?

Answer 90

1. Economic/Financial
2. Social
3. Environmental

*** This is what makes up the triple bottom line

Question 91

What is the difference between “in-role performance” and “organizational citizenship behaviors (OCBs)”?

Answer 91

When it comes to individual level performance:

1. In-role performance: The things that you have to do
   as part of your job and its job
   description.
2. organizational citizenship behaviors (OCBs): Voluntary behaviors employees perform to help
   others and benefit the organization.

Question 92

In comparison to in-role performance, the spectrum of what constitutes extra-role
performance, or OCBs, seems be great and growing. In a recent review, for example,
management researchers identified 30 potentially different forms of OCB, which
they conveniently collapsed into seven common themes:

Answer 92

1. Helping Behavior
2. Sportsmanship
3. Organizational Loyalty
4. Organizational Compliance
5. Individual Initiative
6. Civic Virtue
7. Self-Development

Question 93

What behaviors make up the OCB theme of “Helping Behavior”?

Answer 93

Helping Behavior takes on multiple forms further broken down into the following categories:

1. Altruism - voluntary actions that help another person with a work problem. Instructing a new hire on how to use equipment, helping a coworker catch up with a backlog of work, fetching materials that a colleague needs and cannot procure on their own.
2. Interpersonal helping - Focuses on helping coworkers in their jobs when such help was needed.
3. Courtesy -Subsumes all of those foresightful
   gestures that help someone else
   prevent a problem. Touching base with people before
   committing to actions that will affect them, providing advance notice to someone who needs to know to schedule work.
4. Peacemaking - Actions that help to prevent, resolve,
   or mitigate unconstructive
   interpersonal conflict.
5. Cheerleading - The words and gestures of encouragement and reinforcement of
   coworkers. Accomplishments and professional
   development.

Question 94

What behaviors make up the OCB theme of “Sportsmanship”?

Answer 94

A citizenlike posture of tolerating the inevitable
inconveniences and impositions of work without whining and grievances.

Question 95

What behaviors make up the OCB theme of “organizational loyalty”?

Answer 95

Identification with and allegiance to organizational
leaders and the organization as a whole, transcending
the parochial interests of individuals, work groups, and
departments. Representative behaviors include
defending the organization against threats,
contributing to its good reputation, and cooperating
with others to serve the interests of the whole.

Question 96

What behaviors make up the OCB theme of “organizational compliance” (obedience)?

Answer 96

An orientation toward organizational structure, job
descriptions, and personnel policies that recognizes
and accepts the necessity and desirability of a rational
structure of rules and regulations. Obedience may be
demonstrated by a respect for rules and instructions,
punctuality in attendance and task completion, and
stewardship of organizational resources.

Question 97

What behaviors make up the OCB theme of “individual initiative” (conscientiousness)?

Answer 97

A pattern of going well beyond minimally required
levels of attendance, punctuality, housekeeping,
conserving resources, and related matters of internal
maintenance.

Question 98

What behaviors make up the OCB theme of “civic virtue”?

Answer 98

Responsible, constructive involvement in the political process of the organization, including not just
expressing opinions but reading one’s mail, attending
meetings, and keeping abreast of larger issues
involving the organization.

Question 99

What behaviors make up the OCB theme of “self-development”?

Answer 99

Includes all the steps that workers take to voluntarily
improve their knowledge, skills, and abilities so as to be better able to contribute to their organizations. Seeking out and taking advantage of advanced training courses, keeping abreast of the latest developments in one’s field and area, or even learning a new set of skills so as
to expand the range of one’s contributions to an
organization.

Question 100

___ focuses on both
the outcomes and process of collections of individuals, or groups.

Answer 100

Group-level performance

** Individuals can
work on their own agendas in the context of a group.

Question 101

This is any aspect of group interaction that inhibits good problem solving.

Answer 101

Process loss

Question 102

This is a cohesive coalition of people working together to achieve the team agenda.

Answer 102

Team

** Teams tend to be defined by their relatively smaller size

Question 103

You can assess your learning style in a number of ways. At a very general level, you can assess your style intuitively; however we suggest that you use a survey instrument. This is called…?

Answer 103

Learning Style Index (LSI)

***Developed by Richard K Felder and Linda K Silverman

Question 104

LSI reveals the four dimensions (learning styles)

Answer 104

1. Active or Reflective
2. Sensory or Intuitive
3. Visual or Verbal
4. Sequential or Global

Question 105

What is the difference between being an Active vs a Reflective learner?

Answer 105

1. Active - If you are an active learner, you
   tend to retain and understand information best by doing something active with
   it—discussing it, applying it, or explaining it to others. Like to work in groups.
2. Reflective - Reflective learners prefer to think about it quietly first. Prefer working alone.

Question 106

What is the difference between being a Sensory or Intuitive learner?

Answer 106

1. Sensory - Sensors often like solving
   problems by well-established methods and dislike complications and surprises. ensors are more likely than
   intuitors to resent being tested on material that has not been explicitly covered in class. Sensing learners tend to like learning fact. Sensors tend to be patient with details and good at memorizing facts and doing
   hands-on (laboratory) work. Sensors tend to be more practical and careful than intuitors. Sensors don’t like courses that have no apparent connection to the real world.
2. Intuitive - intuitors like innovation and dislike repetition. ; Intuitive learners often prefer
   discovering possibilities and relationships. intuitors may be better at grasping new concepts and
   are often more comfortable than sensors with abstractions and mathematical
   formulations. intuitors tend to work faster and to be more innovative than sensors. ; intuitors don’t like
   “plug-and-chug” courses that involve a lot of memorization and routine
   calculations.

Question 107

What is the difference between being a Visual vs a Verbal learner?

Answer 107

1. Visual - Visual learners remember best what they see—pictures, diagrams, flowcharts, time
   lines, films, and demonstrations.
2. Verbal - Verbal learners get more out of words—written and spoken explanations.

Question 108

What is the difference between being a Sequential vs Global learner?

Answer 108

1. Sequential - Sequential learners tend to follow logical, stepwise paths in finding solutions. Sequential learners tend to gain understanding in linear steps, with each step following logically from the previous one.
2. Global - global
   learners may be able to solve complex problems quickly or put things together in novel ways once they have grasped the big picture, but they may have difficulty explaining how they did it. Global learners tend
   to learn in large jumps, absorbing material almost randomly without seeing connections, and then suddenly “getting it.

Question 109

What are the three stages of the principles of management survival kit?

Answer 109

1. Gauge - take stock of your knowledge and capabilities about a topic;
2. Discover - learn enough about a topic
   so that you can set specific development goals on which you can apply and practice, and later gauge again your progress toward your set goals
3. Reflect - step
   back and look at the ways you have achieved your goals, take the opportunity to set new ones, and chronicle this experience and thought process in a daily journal.

Question 110

The discovery stage of the principles of management survival kit has four related facets:

Answer 110

1. Learn - You will typically want to start with some mastery over facts and
   definitions and then build your knowledge base to a more strategic level—that is, be
   able to understand when, where, and how you might use those definitions and facts in principles of management.
2. Set goals - The combination of gauging and learning about a topic should permit you to set
   some goals related to your focal topic. While your goals should reflect the intersection of your own needs and the subject, we do know that effective goals satisfy certain characteristics. These characteristics—specific,
   measurable, aggressive, realistic, and time bound—yield the acronym SMART.
3. Apply - Your knowledge of the subject, plus your SMART goals, give you an opportunity to apply and test your knowledge.
4. Practice - Practice, in turn, simply means some repetition of the
   application process. Your objective here should be to apply and practice a subject long enough that, when you gauge it again, you are likely to see some change or progress.

Question 111

Specific goals are more likely to be achieved than a general goal. To set a specific goal, you must answer the six “W” questions:

Answer 111

• Who: Who is involved?
• What: What do I want to accomplish?
• Where: At what location?
• When: In what time frame?
• Which: What are the requirements and constraints?
• Why: What specific reasons, purpose, or benefits are there to the accomplishment of the goal

Question 112

What does SMART stand for?

Answer 112

Specific

Measurable

Aggressive (aka referred to as “stretch” goals)

Realistic

Timely

*** This is a method in which to set goals.