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MT 23 > lesson 3 - planning in management > Flashcards

lesson 3 - planning in management Flashcards

1
Q

it is the process of FORMULATING OBJECTIVES and determining the steps which will be employed obtaining them

A

Planning

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2
Q

it is where it helps set an achievable course of action by establishing long term and short-term goals, monitoring progress, and help set an environment where day-to-day process are well controlled, measured, and thoroughly understood

A

planning

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3
Q

goals should be: R A S

A

realistic
achievable
short and long term goals

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4
Q

it is the THINKING and ANALYZING portion of the management processes

A

planning

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5
Q

when you start something, you always start with _______ to know or achieve operations of the different organizations

A

planning

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6
Q

Planning hierarchy is composed of 11 parts which are:

A
  1. mission
  2. vision
  3. goals
  4. objectives
  5. strategies
  6. policies
  7. procedures
  8. rules
  9. programs
  10. budget
  11. performance measures
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7
Q

what are the five parts of the implementation plan

A
  1. policies
  2. procedures
  3. rules
  4. program
  5. budget
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8
Q

this the part of the planning hierarchy it is the PURPOSE of the organization and it has shared values and beliefs

A

mission

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9
Q

this the part of the planning hierarchy where IT IS THE ESSENCE OF THE PRESENT

A

mission

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10
Q

this the part of the planning hierarchy where it determines BROADLY the future of the organization

A

vision

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11
Q

this the part of the planning hierarchy where WHAT THE ORGANIZATION WISH TO BECOME

A

vision

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12
Q

this the part of the planning hierarchy where it is NOT TOO WORDY IN WRITING

A

vision

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13
Q

what is the ideal number of sentence/s when writing a vision

A

1-2 sentences

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14
Q

this the part of the planning hierarchy it is the LONG-TERM ambitions or DESIRED OUTCOMES of the organization

A

goals

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15
Q

this the part of the planning hierarchy where IT IS DIFFICULT TO DETERMINE when it can be accomplished

A

goals

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16
Q

this the part of the planning hierarchy where specific SHORT TERM ACTIONS to reach the goal

A

objectives

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17
Q

it is clearly defined, measurable, time bound standards or tasks

A

objectives

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18
Q

together with goals, it answers the question WHAT the organization wishes to achieve

A

objectives

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19
Q

it supports the mission and vision of the organization

A

objectives or goals

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20
Q

this the part of the planning hierarchy where PLANS DEVISED in order to achieve the goals and objective of the organization

A

strategies

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21
Q

it answers the question HOW the organization wishes to achieve their objective and goals

A

strategies

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22
Q

it is very similar to goals and objectives

A

strategies

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23
Q

this the part of the planning hierarchy where it is the LAWS OF THE LABORATORY or ORGANIZATION

A

policies

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24
Q

this expresses BEHAVIORAL EXPECTATIONS applied to everyone in an organization

A

policies

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25
Q

it is a comprehensive guideline of OBJECTIVE CONSISTENT DECISION MAKING that connects STRATEGIES WITH IMPLEMENTATION

A

policies

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26
Q

this the part of the planning hierarchy where plans that establish a REQUIRED METHOD OF HANDLING future activities

A

procedures

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27
Q

WRITTEN, SEQUENTIAL COURSES OF ACTION taken to achieve a goal

A

procedures

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28
Q

this the part of the planning hierarchy where it is SPECIFIC, RIGID, and DETAILED guides to action strictly obeyed by organizational members

A

rules

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29
Q

it is where VIOLATION entails DISCIPLINARY ACTION

A

rules

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30
Q

this the part of the planning hierarchy where ACTIVITIES are important to achieve single-use plan

A

programs

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31
Q

it is a COMBINATION OF ACTION PLANS devised to accomplish a mission

A

programs

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32
Q

DETAILED PLAN composed of its own goals, procedures, rules, and regulations

A

programs

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33
Q

this the part of the planning hierarchy where it is a SHORT TERM FINANCIAL PLAN

A

budgets

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34
Q

it is developed to aid an organization’s RESOURCE ALLOCATION

A

budgets

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35
Q

this the part of the planning hierarchy where it ESTABLISHES INDICATORS FOR SUCCESS

A

performance measures

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36
Q

set standards on how you want to EVALUATE how you achieve the organization

A

performance measures

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37
Q

each part of the hierarchy should support the one ___ it

A

before

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38
Q

what are the 4 types of planning (SOTC)

A
  1. strategic planning
  2. operational planning
  3. tactical planning
  4. contingency planning
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39
Q

this type of planning considers the LONG-TERM ISSUES AND THE VISION of the organization

A

strategic planning

40
Q

this is broader compared to operational planning

A

strategic planning

41
Q

this type of planning that focuses on the DAY-TO-DAY tasks like staffing and inventory

A

operational planning

42
Q

this type of planning has a more DETAILED OBJECTIVES with sets of deadlines and task assignments

A

operational planning

43
Q

this type of planning is used to reach goals using STRATEGIC and OPERATIONAL plans

A

tactical planning

44
Q

this type of planning includes SHORT-TERM OBJECTIVES and TASKS developed to produce RESULTS WITHIN A SHORT TIMEFRAME

A

tactical planning

45
Q

this type of planning is CLOSEST TO THE OPERATIONAL PLAN

A

tactical planning

46
Q

this type of planning is where detailed tasks or action items applied in an EMERGENCY SITUATION that could HINDER organizational operations

A

contingency planning

47
Q

this type of planning is for BACK UP PLAN

A

contingency planning

48
Q

it is methodological STRUCTURED process involving an organization’s identification of their mission and direction, creating a UNIFIED, ACTION-ORIENTED APPROACH in accomplishing both long term and short-term goals by assigning responsibilities, allocating resources, and prioritizing the goals

A

strategic planning

49
Q

it ideally includes the participation of the supervisor and staff in every level to best create a plan that includes the entire organization operation

A

strategic planning

50
Q

it deals a lot of long term organization operations

A

strategic planning

51
Q

all departments in the organization must be __________ in creating strategic planning

A

well-organized

52
Q

it is the first step in creating unified approach is the selection of

A

planning group

53
Q

it is a small group of knowledgeable, motivated staff from all areas of the laboratory assembled by the leader or manager to participate in the planning process

A

planning group

54
Q

often includes an objective, contructive facilitator

A

planning group

55
Q

it is ideal that the facilitator is objective/unbiased and usually someone from outside of the organization, because _________ might create an imbalance in the emphasis of the planning process

A

subjectivity

56
Q

it is a systematic analysis between the internal and external factors that influence the laboratory or the organization

A

environment analysis

57
Q

it is gathering data from any possible source

A

environment analysis

58
Q

gathering data from any possible source for environment analysis, what are the possible source?

A

financial information:
1. trends and projections
2. capital equipment inventories
3. personnel data
4. laboratory specific performance data

59
Q

it sets TONE and REALISTIC CONTEXT for planning

A

environment analysis

60
Q

Depending on where an organization is located, it might operate differently

A

environment analysis

61
Q

this analysis is important to ensure that the planning process is reflective of the operations suitable to its environment or context

A

environment analysis

62
Q

this is an environmental analysis that examines both the internal and external factors

A

SWOT Analysis

63
Q

SWOT means

A

Strength
Weakness
Opportunities
Threats

64
Q

the internal assessments of the SWOT analysis

A

Strengths and Weakness

65
Q

the external assessments of the SWOT analysis

A

opportunities and threats

66
Q

in the swot analysis, these are the advantages present already in an organization

A

strengths

67
Q

in the swot analysis, these are the deficiencies of an organization

A

weakness

68
Q
A
69
Q

in the swot analysis, these are the different situations where the advantages can be applied

A

opportunities

70
Q

in the swot analysis, these are the external factors that would pose the risks

A

threats

71
Q

this is an environmental analysis of an organization in the conduct of a project after assessments regarding particular EXTERNAL MACRO-ENVIRONMENTAL FACTORS

A

PESTLE analysis

72
Q

PESTLE analysis meaning

A

Political
Economic
Social
Technological
Legal
Environmental

73
Q

in the PESTLE analysis, what is the additional E to some organizations mean?

A

Ethical Implications

74
Q

under Politics

A
  1. Policies and Laws
  2. Stability
  3. Corruption
75
Q

under Economic

A
  1. Growth
  2. inflation
  3. Interest Rate
  4. Employment
  5. HH Income
76
Q

under Social

A
  1. population
  2. ageing
  3. lifestyle
  4. career views
  5. cultural barriers
77
Q

under Technological

A
  1. Technology Incentives
  2. Automation
  3. R&D Activity
  4. Innovation
77
Q

under Legal

A
  1. antitrust
  2. labor
  3. copyright
  4. data privacy
  5. health and safety
78
Q

under Environmental

A
  1. climate change
  2. ethics
  3. recycling and disposing
  4. sustainability
78
Q

what are the 8 steps in strategic planning?

A
  1. select a planning group
  2. conduct environmental analysis (SWOT or PESTLE)
  3. construct a list of manageable and realistic achievable goals
  4. prioritize goals (must do vs want to do)
  5. develop list of strategies to achieve goals
  6. assign accountabilities and timelines
  7. measure progress with metrics
  8. review progress and make update on a regular basis
79
Q

is a conscious choice made after evaluating available alternative for achieving a specific result

A

decision

80
Q

what are the characteristics of a good decision?

A
  1. based on a complete investigation of the root of the causes and potential problems
  2. should identify and evaluate alternative solutions
  3. selection of the best choice
  4. should encompass an effective strategy for solution implementation
81
Q

what are the 7 steps in making decision?
RIDIE IF

A
  1. recognition that there is a problem
  2. investigation and analyze
  3. definition of the nature and boundaries of the problem
  4. identify alternative solution
  5. evaluation of each option
  6. implementation of the solution
    7.. follow up
82
Q

Qualitative decision-making techniques

A
  1. Personal Judgement
  2. Solicitation of Advice
83
Q

it is a qualitative decision-making technique that improved through the accumulation of more life and more work experience

A

personal judgement

84
Q

what are the 4 types of solicitation of advice:

A
  1. brainstorming
  2. synectics
  3. nominal grouping
  4. delphi method
85
Q

it is a type of solicitation of advice that it is where group members are freely and spontaneously input ideas and solutions for later evaluation without regard to validity

A

brainstorming

86
Q

it is a type of solicitation of advice that is where group members are brought together as a problem solving or troubleshooting team

A

synectics

87
Q

it is a type of solicitation of advice that it is a highly structured meeting wherein group members write ideas in private and present them to the group; alternative solutions are voted on and ranked in secret

A

nominal grouping

88
Q

it is a type of solicitation of advice that is a modification of nominal grouping, input and opinions of experts are solicited on questionnaires prior to the meeting, after which they are discussed and voted on ANONYMMOUSLY; applied when MAKING DECISIONS BASED ON FUTURE EVENTS or IDEAS

A

delphi method

89
Q

it is a process of EVALUATING AND SELECTING THE BEST COURSE OF ACTION among multiple options

A

Systematic Option Review

90
Q

a performance management that involves setting goals to align employee efforts with organizational objectives and enhance performance

A

management by objectives

91
Q

program that applies all management processes in everyday practice

A

MBO Programs

92
Q

program that is focused on quality assurance and performance improvement

A

MBO Programs

93
Q

Management by Objective Process (6)

A
  1. define organizational goals
  2. define employee objectives
  3. continue monitoring performance and programs
  4. provide feedback
  5. performance appraisal
  6. performance evaluation
94
Q

what are the characteristics of objectives

A
  1. devised following extensively planned long-term goals
  2. collaborative effort between organizational members and supervisors
  3. tailored to the job and responsibility of each organizational member
  4. accomplished with organizational members’ power
  5. measurable and time-specific
  6. incorporate a performance evaluation or feedback mechanism
95
Q

what are the steps in implementing the management by objectives

A
  1. clear goal and objective setting by manager
  2. clear communication of goals and objectives to organizational members
  3. agreement of established goals and objectives between manager and members

MT 23 (3 decks)

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