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integrated business principles > Planning and organizing lesson 2 > Flashcards

Planning and organizing lesson 2 Flashcards

puro pagplaplano ng kung ano ano

1
Q

is your map and compass in the business world.

A

Strategic planning

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2
Q

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

A

Strategic planning

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3
Q

It gives an organization a sense of direction and purpose.

A

Strategic planning

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4
Q

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

A

Strategic planning

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5
Q

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.

A

Strategic planning

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6
Q

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

A

Planning

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7
Q

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

A

Planning

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8
Q

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

A

Strategic Planning

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9
Q

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

A

Strategic Planning

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10
Q

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

A

Planning
strategic planning

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11
Q

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

A

Henri Fayol

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12
Q

7 components of strategic planning

A

vision
mission
values
goals
strategy
approach
tactics

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13
Q

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

A

Vision

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14
Q

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

A

Mission

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15
Q

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

A

Values

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16
Q

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

A

Goals

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17
Q

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

A

Strategy

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18
Q

How youexecute strategyand achieve objectives using actions and initiatives.

A

Approach

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19
Q

Granular short-term actions, programs, and activities.

A

Tactics

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20
Q

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

A

Define Mission and Vision

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21
Q

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

A

Conduct Environment Analysis

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22
Q

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

A

Set Strategic Objectives

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23
Q

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

A

Formulate Strategies

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24
Q

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

A

Implement the Plan

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25
Q

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

A

Monitor and Evaluate

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26
Q

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

A

Corporate-level plan

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27
Q

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

A

Corporate-level strategy

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28
Q

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

A

Business-level plan

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29
Q

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

A

Business-level strategy

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30
Q

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

A

Functional-level plan

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31
Q

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.

A

Functional-level strategy

32
Q

time duration of long term plans

A

five years or more

33
Q

intermediated term plans

A

one and five years

34
Q

short term plan

A

one year

35
Q

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

A

Standing plans

36
Q

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

A

Policy

37
Q

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

A

SOP

38
Q

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

A

Single-use plans

39
Q

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

A

Management Decision-making Process

40
Q

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

A

Management Decision-making Process

41
Q

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.

A

Management Decision-making Process

42
Q

the first step in management decision-making

A

identify problem or opportunity

43
Q

the second step in management decision-making

A

develop alternative solution

44
Q

the third step in management decision-making

A

select alternate solution

45
Q

the fourth step in management decision-making

A

implement solution

46
Q

the fifth step in management decision-making

A

evaluate solution

47
Q

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

A

Organization

48
Q

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

A

Organization

49
Q

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.

A

Organization

50
Q

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

A

Formal organization

51
Q

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

A

Informal organization

52
Q

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.

A

Informal organization

53
Q

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.

A

Organizing

54
Q

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

A

Organizing

55
Q

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

A

Organizing

56
Q

the 1st organizing process

A

Formulating objectives, policies, and plans.

57
Q

the 2nd organizing process

A

Identifying and classifying tasks.

58
Q

the 3rd organizing process

A

Grouping tasks.

59
Q

the 4th organizing process

A

delegating authority

60
Q

the 5th organizing process

A

coordinating authority

61
Q

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

A

Organizational Structure

62
Q

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

A

Project-based Organization

63
Q

Structured by specialized function (Marketing, Finance, HR)

A

Functional Organization

64
Q

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

A

Divisional Organization

65
Q

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

A

Matrix Organization

66
Q

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

A

Flat Organization

67
Q

Traditional structure with a clear chain of command.

A

Hierarchical Organization

68
Q

A flexible structure where various independent organizations collaborate.

A

Network Organization

69
Q

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

A

responsibility

70
Q

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

A

responsibility

71
Q

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

A

Authority

72
Q

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

A

Authority

73
Q

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

A

Authority

74
Q

means checking your subordinates if they are performing their responsibilities.

A

Accountability

75
Q

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.

A

Accountability

76
Q

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

A

Accountability

77
Q

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.

A

Accountability

integrated business principles (6 decks)

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