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EngMan > Planning > Flashcards

Planning Flashcards

1
Q

If managing an organization is to be pursued vigorously, _________ will constitute the most important activity

A

Planning

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2
Q

Managers who ________ are afforded with the opportunity to carefully analyze situations which directly contribute to effective decision making

A

plan

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3
Q

will have to devote some of his time to planning

A

engineer manager

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4
Q

To minimize mistakes in decision making, ______ is undertaken

A

planning

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5
Q

output of planning

A

plan

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6
Q

provides a methodical way of achieving desired results

A

plan

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7
Q

serves as a useful guide in implementation of activities

A

plan

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8
Q

According to ______, planning refers to management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives

A

Nickels and others

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9
Q

sequential ordering of
tasks required to achieve an organizational
goal.

A

Aldag and Stearns

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10
Q

Planning is deciding:
- What will be done
- Who will do it
- Where, when, and how it will be done
- Standards to which it will be done

A

Cole and hamilton

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11
Q

It provides a better guide on how to perform
planning

A

Cole and Hamilton

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12
Q

defined as selecting the best
course of action so that the desired result
may be achieved

A

planning

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13
Q

____________ takes first priority

A

Desired result

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14
Q

___________ is the means to realize the goal.

A

the course of action chosen

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15
Q

Chief Executive Officer,
President, Vice President, General Manager, Division Heads

A

Top management level

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16
Q

Functional managers, product line managers, department heads

A

Middle management

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17
Q

Unit managers, first line supervisors

A

Lower Management

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18
Q

lasts for 1-10 years and employs strategic planning

A

Top management

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19
Q

Lasts for 6m-2 years for intermediate planning

A

Middle management

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20
Q

Uses operational planning for 1week-1 year

A

Lower management

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21
Q

process of determining the major goals
of the organization and the policies and
strategies for obtaining and using resources
to achieve those goals.

A

Strategic planning

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22
Q

The whole company is considered,
specifically its objectives and current
resources

A

Strategic planning

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23
Q

The output of the strategic plan

A

decision about long-range goals and course of action to achieve these goals

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24
Q

The process of determining the contributions that subunits can make with allocated resources.

A

Intermediate planning

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25
Q

The goal of _________ determined and a
plan is prepared to provide a guide to the
realization of the goals

A

subunit

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26
Q

designed to support the strategic plan

A

intermediate plan

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27
Q

The process of determining how specific tasks can best be accomplished on time with available resources

A

operational planning

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28
Q

This is performed in support of the strategic plan and the intermediate plan

A

Operational planning

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29
Q

Steps of Planning process (chronological)

A
  1. Setting Organizational, Divisional, or Unit goals
  2. Developing Strategies or Tactics to Reach Goals
  3. Determining Resources Needed
  4. Setting Standards
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30
Q

Provide a sense of direction to his firm, to his division, or to his unit

A

Setting Organizational, Divisional, or Unit goals

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31
Q

defined as “precise statement of results sought, quantified in time and magnitude, where possible

A

goals

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32
Q

provides an answer to the said
concern

A

setting of goals

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33
Q

Goals include imperative verbs so the
employee knows that action is required.

A

Specific

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34
Q

Results are assessable either qualitatively or
quantitatively

A

Measurable

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35
Q

You and your employees then discuss these
proposed objectives and come to an
agreement.

A

Agreed

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36
Q

The goals should cover areas within the
control of the employee or that they have
influence over.

A

Realistic

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37
Q

Each goal has a completion date, so the
employee can plan their work

A

Time-based

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38
Q

A course of action aimed at ensuring that the organization will achieve its objective

A

Strategies

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39
Q

This would be a concern of top management

A

Strategies

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40
Q

After determining _______ the next task is to
devise some means to realize them.

A

goals

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41
Q

It is a way of describing how you will get
things done

A

Strategies

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42
Q

“How do we get there from here?”

A

Strategies

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43
Q

Strategies are less _______ as compared to goals

A

specific

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44
Q

STEPS IN DEVELOPING STRATEGIES (CHRONOLOGICAL)

A
  1. Organize a brainstorming meeting with
    members of your organization and members
    of the community.
  2. Review (Identify) the targets and agents of
    change for your initiative.
  3. Review your vision, mission, and objectives to
    keep you on the right track.
  4. Work together to brainstorm the best
    strategies for your initiative.
  5. Check your proposed strategies for
    completeness, accuracy, and whether they
    contribute to the vision, mission, and
    objectives.
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45
Q

CRITERIA FOR DEVELOPING A GOOD STRATEGY

A

Give Overall Direction
Fit Resources and Opportunities
Reach those affected
Advance the mission
Minimize resistance and Barriers

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46
Q

A strategy should point out the overall path
without dictating a particular narrow
approach.

A

Give overall direction

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47
Q

A good strategy takes advantage of current
resources and assets.

A

Fit resources and opportunities

48
Q

It also embraces new opportunities such as
an emerging public concern

A

Strategies

49
Q

To address the issue or problem, strategies
must connect the intervention with those
who it should benefit.

A

Reach those affected

50
Q

Taken together, are strategies likely to make
a difference on the mission and objectives?

A

Advance the mission

51
Q

Strategies need not provide a reason for
opponents to attack the initiative

A

Minimize resistance and barriers

52
Q

attract allies and deter opponents

A

good strategies

53
Q

Concern of middle and lower management

A

Tactics

54
Q

short-term action taken by management to adjust to negative internal or external influences.

A

tactics

55
Q

implemented in support of the firm’s strategies.

A

tactics

56
Q

Detailed information and analysis, objectively-based

A

Tactics

57
Q

If strategies or tactics have been devised, the
engineer manager will determine the ______.

A

human and nonhuman resource requirements

58
Q

Quality and quantity of resources needed
must be correctly determined

A

Determining resources needed

59
Q

FEATURES FOR PLANNING STANDARDS

A

Quality Assurance Necessities
Risk Management Plan
Security Measures
Testing Techniques
Documentation and Portfolio Requirements

60
Q

The standards for measuring performance may be set at the

A

planning stage

61
Q

quantitative or qualitative measure device designed to help monitor the performance of people, capital goods, or processes

A

standard

62
Q

8-STEP PLANNING PROCESS BY TOPPR

A

Set Goals, Gather data, Analyze data, Create plan, Implement plan, Monitor plan

63
Q

8-step process of Planning (by maam)

A

Recognizing the need for action
Setting objectives
Developing premises
Identifying alternatives
Examining alternate course of action
Selecting the alternative
Formulating supporting plan
Implementation of the plan

64
Q

Evaluate and closely examine each of the
alternative plans

A

Examining Alternate Course of Action

65
Q

Now the best and most feasible plan will be
chosen to be implemented

A

Selecting the alternative

66
Q

evaluated in the light of the
organizational objectives.

A

Plans

67
Q

Function of management that involves setting objectives and determining a course of action for achieving those objectives

A

Planning

68
Q

Requires that managers be aware of environmental conditions facing their organization

A

Planning

69
Q

Involving analyzing competitive
opportunities and threats, as well as the
strengths and weaknesses of the
organization.

A

Strategic planning

70
Q

designed to develop relatively
concrete and specific means to implement
the strategic plan

A

Tactical planning

71
Q

intermediate-range (1-3 years) planning

A

Tactical planning

72
Q

short-range (less than 1 year)
planning that is designed to develop specific
action steps that support the strategic and
tactical plans

A

Operational planning

73
Q

Making Planning effective

A

Recognize the planning barriers
Use of aids to planning

74
Q

Recognize the planning barriers

A

managers inability to plan
improper planning process
lack of commitment to planning process
improper information
focusing on the present at the expense of future
too much reliance on the planning department
concentrating only the controllable variables

75
Q

Aids to plannig

A

Gather as much information as possible
Develop multiple source of information
Involve others in the planning process

76
Q

Types of plan in terms of functional area

A

Marketing, Production, Financial, HR management

77
Q

written document or blueprint for implementing and controlling an organization’s marketing activities related to a marketing strategy

A

Marketing plan

78
Q

States the quantity of output a company must produce

A

Production plan

79
Q

Summarizes the current financial situation of the firm, analyzes financial needs, and recommends direction for financial activities

A

Financial plan

80
Q

Indicates the human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the company’s strategic plan

A

HR management plan

81
Q

Types of plan with time horizon

A

Short-range plants
Long-range plans

82
Q

Plans intended to cover a period of less than one year

A

Short-range plans

83
Q

First-line supervisors are mostly concerned with these plans

A

Short-range plans

84
Q

Plans covering a time span of more than one year

A

Long-range plans

85
Q

These are mostly undertaken by middle and top management

A

Long-range plans

86
Q

Types of plans according to frequency of use

A

Standing plans
Single use plans

87
Q

Plans that are used again and again

A

Standing plans

88
Q

Focus on managerial sitations that recur repeatedly

A

Standing plans

89
Q

Classifications of standing plans

A

Policies
Procedures
Rules

90
Q

Broad guidelines to aid managers at every level in making decision

A

Policies

91
Q

Plans that describe the exact series of actions to be taken in a given situation

A

Procedure

92
Q

Statements that either require or forbid a certain action

A

Rules

93
Q

Plans that are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated

A

Single use plans

94
Q

Classification of single use plans

A

Budgets
Programs
Projects

95
Q

According to Weston and Brigham, it is a plan which sets forth the projected expenditure for a certain activity

A

Budget

96
Q

Designed to coordinate a large set of activities

A

Program

97
Q

More limited in scope than a program and is sometimes prepared to support a program

A

Project

98
Q

Contents of Marketing plan according to William Cohen

A

Executive summary, Table of contents, Situational analysis and target market, marketing objectives and goals, marketing strategies, marketing tactics, schedules and budgets, financial data and control

99
Q

Presents an overall view of the marketing project and its potential

A

Executive summary

100
Q

Contents of the production plan

A

Amount of capacity the company must have
How many employees are requires
How much material must be purchased

101
Q

Contents of Financial plan

A

Analysis of the firm’s current financial condition
Sales forecast
Capital budget
Cash budget
Set of pro forma (or projected) financial statements
External financing plano

102
Q

Contents of HR Plan

A

Personnel requirements of the company
Plans for recruitment and selection
training plan
retirement plan

103
Q

Parts of strategic plan

A

Company or corporate mission
Objectives or goals
Strategies

104
Q

Strategic statement that identifies why an organization exists, philosophy or management, and its purpose as distinguished from other similar organizations in terms of products, services, and markets.

A

Company or corporate mission

105
Q

A section on competition identifies big competitors
and their individual strategies for product quality,
pricing, distribution and promotion.

A

Marketing plan

106
Q

It is a brief list of the critical success factors in the market, and rates strengths and weaknesses against the competition

A

SWOT analysis

107
Q

goals that the company
would like to attain during the plan’s term

A

objectives

108
Q

marketing logic by
which the business unit hopes to achieve its
marketing objectives

A

Marketing strategy

109
Q

basis for materials buying,
production scheduling, personnel planning,
and market operations

A

budget

110
Q

it shows the forecast unit sales
and the average net price

A

for revenues

111
Q

it shows the cost of
production, physical distribution and
marketing.

A

For expense

112
Q

Difference of revenue and expenses

A

Projected profit

113
Q

explains who is responsible for each
particular function, when specific tasks are to
be accomplished, targets for sales and
profits, and the like

A

Production plan

114
Q

Large, multidivisional companies break their
operating plans down by

A

Divisions

115
Q

The firm forecasts financial statements under alternative versions of the operating plan.

A

Financial plan

116
Q

Plans may be classified in terms of

A

functional areas, time horizon, and frequency of use

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