Chapter 5 Flashcards
Planning
choosing a goal and developing a strategy to achieve that goal
S.M.A.R.T. goals
goals that are specifc measurable attain able realistic and timely
Goal commitment
the determination to achieve a goal
Action plan
a plan that lists the specifc steps people re sources and time period needed to attain a goal
Proximal goals
shortterm goals or subgoals
Distal goals
longterm or primary goals
Optionsbased planning
maintaining planning fexibility by making small simultaneous investments in many alternative plans
Slack resources
a cushion of extra resources that can be used with optionsbased planning to adapt to unan ticipated changes problems or opportunities
Strategic plans
overall company plans that clarify how the company will serve custom ers and position itself against competitors over the next two to fve years
Purpose statement
a statement of a companyfs pur pose or reason for existing
Management by objec tives (MBO) a
fourstep process in which managers and employees discuss and select goals develop tactical plans and meet regularly to review progress toward goal accomplishment
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 specifc goals within its mission
Strategic objective
a more specifc goal that unifes companywide efforts stretches and challenges the organiza tion and possesses a fnish line and a time frame
Operational plans
day today plans developed and implemented by lowerlevel managers for producing or delivering the organizationfs products and services over a thirtyday to sixmonth period
Singleuse plans
plans that cover unique onetimeonly events
Standing plans
plans used repeatedly to handle frequently recurring events
Policies
standing plans that indicate the general course of action that should be taken in response to a particular event or situation
Procedures
standing plans that indicate the specifc steps that should be taken in response to a particular event
Rules and regulations
standing plans that describe how a particular action should be performed or what must happen or not happen in response to a particular event
Budgeting
quantitative plan ning through which managers decide how to allocate available money to best accomplish company goals
Problem
a gap between a desired state and an existing state
Rational decision mak ing
a systematic process of defning problems evaluating alternatives and choosing optimal solutions
Decision making
the process of choosing a solution from available alternatives
Decision criteria
the stan dards used to guide judgments and decisions
Absolute comparisons
a process in which each decision criterion is compared to a standard or ranked on its own merits
Relative comparisons
a process in which each decision criterion is compared directly with every other criterion
Maximize
choosing the best alternative
Satisfcing
choosing a fgoodenoughf alternative
Groupthink
a barrier to good decision making caused by pressure within the group for members to agree with each other
Ctype confict (cogni tive confict)
disagreement that focuses on problem and issuerelated differences of opinion
Atype confict (affec tive confict)
disagreement that focuses on individuals or personal issues
Devilfs advocacy
a deci sionmaking method in which an individual or a subgroup is assigned the role of critic
Dialectical inquiry
a decisionmaking method in which decision makers state the assumptions of a proposed solution (a thesis) and generate a solution that is the opposite (antithesis) of that solution
Nominal group tech nique
a decisionmaking method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group
Delphi technique
a decisionmaking method in which members of a panel of experts respond to questions and to each other until reaching agreement on an issue
Brainstorming
a decision making method in which group members build on each othersf ideas to generate as many alter native solutions as possible
Production blocking
a disadvantage of facetoface brainstorming in which a group member must wait to share an idea because another member is presenting an idea
Electronic brainstorm ing
a decisionmaking method in which group members use computers to build on each othersf ideas and generate as many alternative solutions as possible
Production blocking
a disadvantage of facetoface brainstorming in which a group member must wait to share an idea because another member is presenting an idea
Evaluation apprehension
fear of what others will think of your ideas
