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MGMT1003 > Planning > Flashcards

Planning Flashcards

1
Q

What is planning?

A

Choosing a goal and developing a method or strategy to achieve that goal

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2
Q

What are the benefits of planning?

A
  • Intensified effort
  • Persistence
  • Direction
  • Creation of task strategies
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3
Q

What are the pitfalls of planning?

A
  • Can impede change and prevent or slow need adaptation
  • Commitment can make companies see their plans aren’t working
  • False sense of certainty
  • Detachment can lead planners to plan for things they don’t understand
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4
Q

What are smart goals?

A

Specific, measurable, attainable, realistic and timely

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5
Q

What are the steps to making plans that work?

A
  • Setting SMART goals
  • Developing commitment to goals
  • Developing affective action plans
  • Tracking progress towards goal achievement
  • Maintaining flexibility in planning
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6
Q

How can goals direct behaviour and increase effort?

A

Goals need to be specific and challenging

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7
Q

How can goal commitment be attained?

A
  • Set goals participatively
  • Make goals public
  • Obtain top management’s support
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8
Q

What are action plans?

A

Action plans lists the specific steps, people, resources and time period for accomplishing a goal

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9
Q

What are the methods of tracking progress towards goal achievement?

A
  • Set proximal goals and distal goals

- Gather and provide performance feedback

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10
Q

What are proximal goals?

A

Short term goals or subgoals

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11
Q

What are distal goals?

A

Long term or primary goals

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12
Q

Why set proximal goals?

A

Achieving proximal goals may be more motivating and rewarding than waiting to reach far off distal goals

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13
Q

How can flexibility be maintained in planning?

A

Options based approach

Learning based approach

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14
Q

What is the options based approach?

A

Maintaining planning flexibility by making small, simultaneous investments in many alternative plans.

Leave commitments open by maintaining slack resources, so when a plan reveals itself to be the best course of action it can be pursued

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15
Q

What are slack resources?

A

A cushion of resources, such as extra time, people, money or production capacity, that can be used to address and adapt to unanticipated changes, problems and opportunities

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16
Q

What are top level plans called?

A

Strategic plans

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17
Q

What are strategic plans?

A
  • Overall company plans that clarify how the company will serve customers and position itself against competitors
  • Concern the next 2 to 5 years
  • Set by top management
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18
Q

What is a mission?

A

A statement of a companies overall goal that unifies company-wide efforts toward it’s vision, stretches and challenges the organisation, and possess a finish line and a time frame

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19
Q

What are two strategic plans?

A

Company’s vision & mission

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20
Q

What are middle level plans called?

A

Tactical plans

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21
Q

What are tactical plans?

A
  • Specify how a company will use resources, budgets and people to accomplish specific goals within its mission
  • Concern the next 6 months to 2 years
  • Set by middle managers
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22
Q

What is management by objectives?

A

A four step process in which managers and employees discuss and select goals, develop tactical plans and meet regularly to review progress toward goal accomplishment

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23
Q

What are bottom level plans called?

A

Operational Plans

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24
Q

What are operational plans?

A
  • Day to day plans for producing or delivering the organisation’s products or services
  • Concern a 30 day to 6 month period
  • Set by lower-level managers
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25
Q

What are the three types of operational plans?

A
  • Single Use plans
  • Standing Plans
  • Budgets
26
Q

What are single use plans?

A
  • Operational plans that cover unique, one time-only events

- Tsunami response etc

27
Q

What are standing plans?

A

Operational plans used repeatedly to handle frequently recurring events

28
Q

What are the three types of standing plans?

A
  • Policies
  • Procedures
  • Rules & Regulations
29
Q

What are policies?

A
  • Standing plans which indicate the general course of action that should be taken in response to a particular event
  • A well written policy will also specify why the policy exists and what outcomes the policy is intended to produce
  • Facebook use etc.
30
Q

What are procedures?

A
  • A standing plan which indicates the specific steps that should be taken in response to a particular event
  • Handling defective products etc.
31
Q

What are rules & regulations?

A
  • Standing plans which describe how a particular action should be performed, or what must or must not happen or in response to a particular event
  • Forbidding managers writing job references etc.
32
Q

What are budgets?

A

Operational plans of quantitate planning through which managers decide how to allocate available money to best accomplish company goals

33
Q

What is rational decision making?

A

A systematic process of defining problems, evaluating alternatives and choosing optimal solutions

34
Q

What are the steps to make rational decisions?

A
  • Define the problem
  • Identify decision criteria
  • Weight the criteria
  • Generate alternative courses of action
  • Evaluate each alternative
  • Compute the optimal decision
35
Q

What are decision criteria?

A

The standards used to guide judgements and decisions

What factors are important in choosing a computer etc.

36
Q

How can criteria be rated?

A

Absolute or relative comparisons

37
Q

What is using absolute comparisons to rate criteria?

A

A process in which each decision criteria is compared to a standard or ranked on its own merits

38
Q

What is using relative comparisons to rate criteria?

A

A process in which each decision criterion is compared directly to every other criterion

39
Q

What is true about alternative courses of action in rational decision making?

A

The more the better

40
Q

What stage of rational decision making can take the longest and be the most expensive?

A

evaluating each alternative

41
Q

How is the optimal decision computed via rational decision making?

A

Multiplying the rating for each criterion by the weight for that criterion and then adding up those scores for each alternative course of action

42
Q

What are the limits to rational decision making?

A

Limited resources, attention, memory and expertise, make it nearly impossible for managers to maximise decisions.
Consequently, more managers don’t maximise, they satisfice

43
Q

What is Satisficing?

A

Choosing a “good enough” alternative

44
Q

What stages of rational decision making can groups do better than individuals?

A

Groups can do much better than individuals in defining the problem and generating alternative solutions

45
Q

Why use groups in planning?

A
  • Multiple perspectives
  • Find and access more information than individuals can
  • When members are involved in decision making, they will be more committed to making chosen solutions work
46
Q

What are the pitfalls to using groups in planning?

A
  • Groupthink
  • Takes considerable time
  • Group members may not feel accountable for the decisions made and actions taken by the group
  • Individuals can dominate and restrict consideration of different solutions
47
Q

What is groupthink?

A

A barrier to good decision making caused by pressure within the group for members to agree with each other

48
Q

Why does groupthink occur?

A
  • The group is insulated from others with different perspectives
  • The group leader begins by expressing a strong preference for a particular decision
  • The group has no established procedure for systematically defining problems and exploring alternative
  • Group members have similar backgrounds and experiences
49
Q

What are the two types of structured conflicts?

A
  • Cognitive Conflict

* Affective Conflict

50
Q

What is cognitive conflict?

A
  • Disagreement that focuses on problem and issue related difference of opinion
  • Group members disagree because their different experiences and expertise lead them to view the problem and its potential solutions differently
  • Characterised by a willingness to examine, compare and reconciles those differences to produce the best possible solution
51
Q

What is affective conflict?

A
  • Disagreement that focuses on individuals or personal issues
  • Often results in hostility, anger, resentment, distrust, cynicism and apathy
  • Undermines team effectiveness by preventing teams from engaging in the activities characteristic of C-type conflict that are critical to team effectiveness
52
Q

What are the benefits of devils advocacy and how is it used?

A
  • Assigns an individual or subgroup the role of critic

- When properly used, introduces cognitive conflict into the decision making process

53
Q

What is the nominal group technique and what are its pros/cons?

A
  • A decision making method that begins and ends by having group member quietly (independently) write down and evaluate ideas to be shared by the group
  • Ideas are shared after independent thought, and then ranked independently
  • Decreases A-type conflict but also restricts C-type conflict
  • Typically produces poorer decisions that does the devils advocacy approach
54
Q

What is the delphi technique and what are its pros/cons?

A
  • A decision making method in which members of a panel of experts respond to questions and to each other until reaching an agreement on an issue
  • Experts don’t have to disrupt their schedules, and so are more likely to participate
55
Q

What is production blocking?

A

A disadvantage of face-to-face brainstorming in which a group member must wait to share an idea because another member is presenting an idea

56
Q

When is evaluation apprehension most poignant?

A

During (e) brainstorming

57
Q

What is brainstorming?

A
  • A decision making method in which group member build on each others ideas to generate an many alternative solutions as possible
  • The more ideas the better
  • All ideas are acceptable
  • Other group members’ ideas should be used to come up with even more ideas
  • Criticism or evaluation of ideas is not allowed
58
Q

What is the pros/cons of electronic brainstorming over normal brainstorming?

A
  • Overcomes the disadvantages associated with face-to-face brainstorming i.e production blocking & evaluation apprehension
  • Studies show it’s much more productive than face-to-face
  • Expense of computers and equipment
  • Anonymity of ideas may bother people who are used to having their ideas accepted by virtue of their position
  • Outgoing individuals who are more comfortable expressing themselves verbally may find it difficult to express themselves in writing
59
Q

What is the learning based approach?

A

A method of maintaining flexibility in planning where plans are continuously adjusted

60
Q

Why is career management important?

A
  • Organisational cost cutting and the loss of job security.
  • The changing nature of work (ex. Team based and flater structures).
  • Changes in workforce diversity and demographics.
  • Work-family life relationship.

MGMT1003 (14 decks)

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