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HRM > Management GR1 REVIEWER > Flashcards

Management GR1 REVIEWER Flashcards

1
Q

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

A

Physical Facilities

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2
Q

Policies are classified as follows:

A
  1. As to Origin
  2. As to Level in the Organization
  3. As to Functions or Activity Grouping
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3
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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4
Q

Characteristics of Standing plan

A

Ongoing and reusable
Address recurring activities or situations
Often standardized and formalized
Can be adjusted as needed

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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

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

A

Time Factor

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7
Q

Examples of Single-use plan

A

Project Plan: A detailed plan for launching a new product, including timelines, resources, and responsibilities.
Event Plan: A plan for organizing a company conference, including logistics, speakers, and marketing.
Marketing Campaign: A plan for a specific advertising campaign, including target audience, messaging, and budget.
Business Proposal: A plan outlining a specific business opportunity, including market analysis, financial projections, and implementation strategy.

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8
Q

Guidelines for effective planning

A

Plans should be in specific objectives; objectives set the direction of the plan.
The plan should facilitate action
Coordination and communication play a vital role in all stages of planning.
Planning is all part of functions
Improvement redrafting and re-planning recognize the reality that many of the basic assumptions upon which a plan is based may change as environmental factors or resources also change.
The plan should be rigid, not flexible. It should be
adaptable to situations or be ready for emergency situations.

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9
Q

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

A

Long-range plans

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10
Q

Classification of plan according to scope include:
Objective or goal, a target, aim or condition the organization wants to achieve.

A

Policies
Procedures
Rules
Programs
Forecast
Strategies
Budget
Schedules
Projects

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11
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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12
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

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13
Q

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

A

Designation of planning authority

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14
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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15
Q

Planning barriers are:

A

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

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16
Q

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

A

Formulation and testing of tentative plan

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17
Q

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

A

Medium-range plans

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18
Q

Examples of Standing plan

A

Employee Handbook: A set of policies and procedures for managing employees, including dress code, attendance, and performance reviews.
Safety Procedures: A set of guidelines for ensuring workplace safety, including emergency procedures and safety equipment usage.
Customer Service Policies: A set of guidelines for handling customer inquiries, complaints, and returns.
Financial Reporting Procedures: A set of guidelines for preparing financial statements, including deadlines and reporting formats.

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19
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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20
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

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21
Q

Plans classified according to time or duration include:

A

Long-range plans
Medium-range plans
Short-range plans

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22
Q

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

A

Collection and interpretation of data

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23
Q

____ are general statements that guide decision making.

A

Policies

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24
Q

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

A

Personnel Plan

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25
Q

_____ are smaller and separate portions of a program.

A

Projects

26
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

27
Q

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

A

Resources Available

28
Q

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

A

schedules

29
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

30
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

31
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

32
Q

WHY MANAGERS FAIL IN PLANNING?

A

1.Lack of real commitment in planning.
2.Interchanging planning studies with plan.
3.Failure to develop or implement sound strategies.
4.Lack of meaningful objectives and goals.
5.Tendency to underestimate the importance of planning
premises.
6.Failure to see the scope of plans.
7.Failure to see planning as a rational process.

33
Q

THE NATURE OF PLANNING

A

contribution to purpose and objectives
planning as the first basic function
planning for efficient organization

34
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

35
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

36
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

37
Q

Essential steps of Planning

A

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

38
Q

Timeframes of Planning

A

Long-rage planning:
Intermediate-rage planning:
Short-rage planning:

39
Q

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

A

Procedures

40
Q

Classification of plan according to the frequency

A

single-use plan and standing plan.

41
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

42
Q

PRINCIPLES OF
PLANNING

A

1.Planning must be realistic
2.Planning must be based on felt needs
3.planning must be flexible
4.planning must be democratic
5.planning must start with simple projects
6.planning must include social responsibility

43
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

44
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

45
Q

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

A

Strategies

46
Q

Success and failure of planning depend on a
number of factors, these are:

A

Conditions
Time Factor
Resources Available
Skills and Attitudes of Management
Physical Facilities
Collection and analysis of data

47
Q

General Approaches to Formal Planning

A

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

48
Q

Plans classified according to business function or use are:

A

Sales plan
Production plan
Personnel Plan
Finance plan

49
Q

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

A

External data

50
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

51
Q

Characteristics of Single-use plan

A

One-time use
Tailored to specific circumstances
Limited duration
Often detailed and complex

52
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

53
Q

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

A

Long-rage planning:

54
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

55
Q

____ is a plan of operation expressed in financial terms.

A

Budget

56
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

57
Q

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

A

Forecast

58
Q

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

A

Rules

59
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

60
Q

Good plans have this characteristics:

A

Make the plan easy to understand
Feature full coverage of all needed activities required to attain objectives.
Reduce the plan to a simple series of actions.
Keep the planned efforts on schedule.
Coordinate the separate activities within the plan
…
…
…

61
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

HRM (25 decks)

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