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HRM > Management GR1 REVIEWER > Flashcards

Management GR1 REVIEWER Flashcards

1
Q

a plan is a conclusion, and such, it must be based on the information from which it is derived.

A

Statement of final plan

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2
Q

A plan must contribute to meet objectives.

The problem to be resolved by the planning process must be clearly stated.

A

Statement of Objective

Statement of problem

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3
Q

a plan of action is developed after the problem has been stated.

A

Designation of planning authority

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4
Q

addresses prospective changes in business objectives and the forces affecting the company.
It is a function of management that must be attended by all levels of the organization.

A

Planning

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5
Q

Also called operational planning, it comes a period of one year or less. It encompasses the development of the operational plans for the given short period.

A

Short-rage planning

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6
Q

are for the immediate future, often covering a 1 year or less. They focus on specific actions and tasks to implement the medium-range plan.

A

Short-range plans

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7
Q

Classification of plan according to the frequency

A

single-use plan and standing plan.

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8
Q

Formulation of plan is initiated by various units or divisions of an organization and then passed upward for aggregation at the corporate level.

A

Bottom-up approach

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9
Q

Improved science and technology is considerably important in any organizational plan of operation.

A

Physical Facilities

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10
Q

in this approach, a compromise between the bottom-up and the top-down methods, corporate executives and lower-level managers develop plan in consultation with each other making a link between wider corporate objectives and the manager’s detailed knowledge of specific situation.

A

Interactive approach

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11
Q

information about the past performance of the firm in the attainment of the objectives, and the ability of personnel as influenced by executed plans.

A

Internal Data

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12
Q

Information is the greatest resource. It is essential not only in modern living but also in administering and performing of most activities in every enterprise.

A

Collection and analysis of data

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13
Q

information pertaining to thenational economy and the industry in which the company is operating.

A

External data

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14
Q

Initiative is taken by the upper level executives of the organization, who formulates a unified, coordinated plan, usually with the advice of lower-level manager.

A

Top-down approach

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15
Q

is a blueprint for hitting revenue targets. It begins when sales leaders define long-term company goals. Next, they set the stage for achieving those goals by establishing hiring plans, sales quotas, and a sales budget.

A

Sales plan

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16
Q

is a document that details an organization’s staffing needs, goals, and workforce management practices.

A

Personnel Plan

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17
Q

IS A LOGICAL AND SYSTEMATIC APPROACH OF
FORMULATING THE OBJECTIVES, PROGRAMS, POLICIES,
PROCEDURES, BUDGET, RULES AND REGULATIONS, AND
OTHER TYPES OF PLANS,

A

PLANNING

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18
Q

is a written statement of your current financial condition, intended financial state, a timeline for achieving those goals, and the steps you will take to get there.

A

Finance plan

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19
Q

is developed to carry out a course of action that is not to be repeated in the future.

They are also designed to accomplish specific objectives.

are usually within a relatively short period of time, such as budgets, programs and projects.

A

Single-use plan

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20
Q

is the act of developing a guide for the design and prduction of a given product or service. Production planning helps organizations make the production process as efficient as possible.

A

Production plan

21
Q

is used for non-recurring situations, or for activities that recur regularly over a period of time.

these plans are great contributors to efficiency.

They routinize decision making and keep managers from having to ‘reinvent the wheel’ every time a routine and recurring problem or situation arises.

A

Standing plan

22
Q

One important factor in planning is the evaluation of the present situations or conditions of the
business. A good manager must be aware of inadequacies of the present conditions which may
point to desirability of change

A

Conditions

23
Q

Plan is independently formulated both at the corporate and business levels. All units form plans to suit their particular situation and these plans are regularly viewed by corporate management.

A

Dual approach

24
Q

Plans could be unproductive if resources are not adequate enough to support the continuous
operations of the business.

A

Resources Available

25
Q

tentative plan should be formulated and initiated on a trial basis.

A

Formulation and testing of tentative plan

26
Q

the analysis of relevant information from the present and the past and the assessment of the probable future development so that a course of action may be determined that enables the organization to meet its stated objectives

A

Planning

27
Q

the data used in planning fall into two categories: External data
Internal Data

A

Collection and interpretation of data

28
Q

The total commitment of all management members is vital in the planning process.
Political, social, and environmental conditions
Part of good planning is the promotion and protection of the welfare of the people
through an improvement of the social and economic conditions of the community.

A

Skills and Attitudes of Management

29
Q

This covers five years of more. The time span varies from one organization to another.

A

Long-rage planning:

30
Q

This is more subject to change, covering a period from one year to five years. It is a general guideline derived from an organization’s strategy.

A

Intermediate-rage planning

31
Q

Time is considered as the most precious resource of the organization, particularly in planning

A

Time Factor

32
Q

typically cover 1 to 3 years. They provide a more detailed roadmap to achieve the long-term
objectives.

A

Medium-range plans

33
Q

usually span 3 to 5 years or more. They
address broad strategic goals and direction for an organization.

A

Long-range plans

34
Q

____ are general statements that guide decision making.

A

Policies

35
Q

____ indicate the selected dates by which the various phases of the entire project are to be completed.

A

schedules

36
Q

____ is a plan of operation expressed in financial terms.

A

Budget

37
Q

____are series of steps that are designed to achieve a high-degree of regularity in a frequently recurring event.

A

Procedures

38
Q

_____ are guides to managerial decisions
which fall under certain limits or boundaries.
These are formulated by management to
govern actions at all levels in the organization
and are intended to achieve predetermined
objectives.

A

Policies

39
Q

_____ are smaller and separate portions of a program.

A

Projects

40
Q

_____are specific statements of what may or may not be done.

A

Rules

41
Q

______ are set of activities that consist of identifying procedures, determining and allocating resources needed for each activity, estimating and assigning target dates for the completion of each step in in the series.

A

Programs

42
Q

_______ are developed assumptions or premises about the future that managers can use in decision making.

A

Forecast

43
Q

_______are basic pattern of purpose and policies that define the firm and its business.

A

Strategies

44
Q

Timeframes of Planning includes:

A

Long-range planning:
Intermediate-range planning:
Short-range planning:

45
Q

Essential steps of Planning

A

Statement of the Objective
Statement of the Problem
Designation of planning authority
Collection and interpretation of data
Formulation and testing of tentative plan
Statement of final plan

46
Q

General Approaches to Formal Planning

A

Bottom-up approach
Top-down approach
Statement of final plan
Interactive approach
Dual approach

47
Q

Factors Affecting Planning

A
  1. Condition
  2. Time Factor
  3. Resource Available
  4. Skills and attitudes of management
  5. Physical facilities
  6. Collection and analysis of data
48
Q

The nature of planning

A

-contribution to purpose and objectives
-planning as the first basic function
-planning as a function of all managers
-planning for efficient organization

49
Q

Planning barriers are:

A

Incompetence
Lack of dedication
Incomplete and inaccurate information.
Short-sightedness
Dependence on the planning department.

HRM (32 decks)

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