Planning and organizing lesson 2

Question 1

is your map and compass in the business world.

Answer 1

Strategic planning

Question 2

It’s about charting a clear course for your organization, anticipating challenges, and making informed decisions that guide you toward your goals.

Answer 2

Strategic planning

Question 3

It gives an organization a sense of direction and purpose.

Answer 3

Strategic planning

Question 4

useful way for managers to participate in decision-making about the goals and strategies of an organization.

Answer 4

Strategic planning

Question 5

It helps coordinate managers with different functions and divisions to ensure they all pull in the same direction and work to achieve the desired outcome.

Answer 5

Strategic planning

Question 6

refers to setting specific objectives and outlining the steps to achieve business goals.

Answer 6

Planning

Question 7

It is often short-term and focuses on day-to-day operations.

Answer 7

Planning

Question 8

involves defining long-term goals and the overall direction of an organization.

Answer 8

Strategic Planning

Question 9

It considers broader, long-term objectives and strategies including the external environment and future challenges.

Answer 9

Strategic Planning

Question 10

__________is about how to get things done, while __________is about determining the right things to do for long-term success.

Answer 10

Planning
strategic planning

Question 11

who say’s Effective plans should have four qualities: unity, continuity, accuracy, and flexibility.

Answer 11

Henri Fayol

Question 12

7 components of strategic planning

Answer 12

vision
mission
values
goals
strategy
approach
tactics

Question 13

What your organization wants to achieve in the future, the long-term goal.

Answer 13

Vision

Question 14

The driving force behind why your company exists, who it serves, and how it creates value.

Answer 14

Mission

Question 15

Fundamental beliefs guiding your company’s decision-making process.

Answer 15

Values

Question 16

Measurable objectives in alignment with your business mission, vision, and values.

Answer 16

Goals

Question 17

A long-term strategy map for achieving your objectives based on both internal and external factors.

Answer 17

Strategy

Question 18

How youexecute strategyand achieve objectives using actions and initiatives.

Answer 18

Approach

Question 19

Granular short-term actions, programs, and activities.

Answer 19

Tactics

Question 20

The first strategic planning is to Establish the organization’s purpose (mission) and long-term aspirations (vision).

Answer 20

Define Mission and Vision

Question 21

The second strategic planning process
Assess internal strengths and weaknesses, and external opportunities and threats (SWOT)

Answer 21

Conduct Environment Analysis

Question 22

The third strategic planning process
Establish specific, measurable, achievable, relevant, and time-bound (SMART) goals aligned with the mission and vision.

Answer 22

Set Strategic Objectives

Question 23

The fourth strategic planning process
Develop strategies to achieve the objectives, considering resource allocation and potential challenges

Answer 23

Formulate Strategies

Question 24

The fifth strategy planning process
Execute the strategies through detailed action plans, assigning tasks, timelines, and responsibilities

Answer 24

Implement the Plan

Question 25

The sixth strategy planning process Continuously track progress, review performance against objectives, and adjust the plan as needed.

Answer 25

Monitor and Evaluate

Question 26

(strategic planning) – top management’s decisions pertaining to the organization’s mission, overall strategy, and structure

Answer 26

Corporate-level plan

Question 27

a plan that indicates in which industries and national markets an organization intends to compete.

Answer 27

Corporate-level strategy

Question 28

(tactical planning) – divisional managers’ decisions pertaining to divisions’ long-tern goals, overall strategy, and structure.

Answer 28

Business-level plan

Question 29

a plan that indicates how division intends to compete against its rivals in an industry.

Answer 29

Business-level strategy

Question 30

(operational planning) – functional managers’ decisions are the goals they want to pursue to help the division attain its business-level goals.

Answer 30

Functional-level plan

Question 31

a plan of action to improve the ability of each of an organization’s functions to perform its task-specific activities in ways that add value to an organization’s goods and services.

Answer 31

Functional-level strategy

Question 32

time duration of long term plans

Answer 32

five years or more

Question 33

intermediated term plans

Answer 33

one and five years

Question 34

short term plan

Answer 34

one year

Question 35

Used programmed decision-making, developing policies, rules, and standard operating procedures (SOPs)

Answer 35

Standing plans

Question 36

is a written, formal, and general guide to action.

Answer 36

Policy

Question 37

is a written instruction describing the exact series of actions that should be followed in specific situations.  

Answer 37

SOP

Question 38

are developed to handle non-programmed decision-making in unusual or one-of-a-kind situations.

Answer 38

Single-use plans

Question 39

The process where managers analyze situations, consider alternatives and select the best course of action to achieve organizational goals.

Answer 39

Management Decision-making Process

Question 40

This involves evaluating information, weighing risks, considering the impact on stakeholders, and making choices that align with the company's objectives.

Answer 40

Management Decision-making Process

Question 41

Effective managerial decision-making is critical to ensuring that resources are used efficiently, problems are solved promptly, and the organization can adapt to changing circumstances and opportunities.

Answer 41

Management Decision-making Process

Question 42

the first step in management decision-making

Answer 42

identify problem or opportunity

Question 43

the second step in management decision-making

Answer 43

develop alternative solution

Question 44

the third step in management decision-making

Answer 44

select alternate solution

Question 45

the fourth step in management decision-making

Answer 45

implement solution

Question 46

the fifth step in management decision-making

Answer 46

evaluate solution

Question 47

is an open and social system that transforms inputs from the environment to product outputs.

Answer 47

Organization

Question 48

It is also known as an enterprise. It is a workplace for people working together to achieve a common purpose.

Answer 48

Organization

Question 49

It is a structure of roles where people are defined to perform required activities to accomplish a common purpose, done smoothly, efficiently, and effectively. Things get done based on relationships among people.

Answer 49

Organization

Question 50

The relationship is based on a structure of roles that aims to achieve organizational goals consciously and deliberately.

Answer 50

Formal organization

Question 51

It also contributes to achieving organizational objectives through relationships among people that extend beyond those established by management.

Answer 51

Informal organization

Question 52

It develops as naturally as people interact. It does not appear on the organization chart because the relationship is based on joint personal activities among people.

Answer 52

Informal organization

Question 53

It is the process by which managers establish the structure of working relationships among employees to allow them to achieve organizational goals efficiently and effectively.

Answer 53

Organizing

Question 54

It is based on managerial goals where managers identify and classify major tasks.

Answer 54

Organizing

Question 55

Assigning authority and responsibility that enable each employee to carry out designated tasks.

Answer 55

Organizing

Question 56

the 1st organizing process

Answer 56

Formulating objectives, policies, and plans.

Question 57

the 2nd organizing process

Answer 57

Identifying and classifying tasks.

Question 58

the 3rd organizing process

Answer 58

Grouping tasks.

Question 59

the 4th organizing process

Answer 59

delegating authority

Question 60

the 5th organizing process

Answer 60

coordinating authority

Question 61

formal system of task and reporting relationships that coordinates and motivates organizational members to work together to achieve organizational goals.

Answer 61

Organizational Structure

Question 62

Organized around a specific Project with teams formed for the project duration.

Answer 62

Project-based Organization

Question 63

Structured by specialized function (Marketing, Finance, HR)

Answer 63

Functional Organization

Question 64

Divided by product lines, markets, or geographical areas. (Ex. GE - Healthcare, aviation, and energy.)

Answer 64

Divisional Organization

Question 65

Combines functional and divisional structures with dual reporting lines. (Ex. Employee may report to both project manager and department head)

Answer 65

Matrix Organization

Question 66

Minimal levels of management, emphasizing a broad span of control and employee autonomy.

Answer 66

Flat Organization

Question 67

Traditional structure with a clear chain of command.

Answer 67

Hierarchical Organization

Question 68

A flexible structure where various independent organizations collaborate.

Answer 68

Network Organization

Question 69

Assigning work to a subordinate to complete certain tasks on the manager’s behalf.

Answer 69

responsibility

Question 70

In case a subordinate fails, the manager will be answerable to his seniors. Thus, the responsibility flows upwards.

Answer 70

responsibility

Question 71

is the power to make decisions. The manager can also pass his authority to the subordinates to accomplish the task efficiently and independently.

Answer 71

Authority

Question 72

must be equal to responsibility, meaning, if the manager delegates his authority, it is also his responsibility if the subordinate fails.

Answer 72

Authority

Question 73

The authority also flows upward, as we go up in the scalar chain, the authority increases.

Answer 73

Authority

Question 74

means checking your subordinates if they are performing their responsibilities.

Answer 74

Accountability

Question 75

cannot be delegated which means, in the case of non-completion of the task, the manager will only be held responsible for it, not the subordinates.

Answer 75

Accountability

Question 76

also flows upward, i.e. subordinates will be accountable to the manager and the manager to his superior.

Answer 76

Accountability

Question 77

Thus, to get the task done, the manager delegates responsibility and authority to his subordinate to exercise control and he is held accountable for his operations.

Answer 77

Accountability