Management Chp 5
Dialectical Inquiry
1. Generate a potential solution 2. Identify the assumptions underlying the potential solution. 3. Generate a conflicting counterproposal based on the opposite assumptions 4. Have advocates of each position present their arguments and engage in a debate in front of key decision makers 5. Decide whether to use, change, or not use the originally proposed solution
How to make a plan that works
1. Set goals 2. Develop commitment 3. Develop effective action plan (who, what, when, how) 4. Track progress toward goal achievement 5. Maintain flexibility
Problem
gap between a desired state and an existing state
Benefits of Planning
intensified effort, persistence, direction and creation of task strategies First, managers and employees put forth greater effort when following a plan. Second, planning leads to persistence, that is, working hard for long periods. Third, direction.
Decision Criteria
the standards used to guide judgments and decisions
Options-based planning
Maintaining planning flexibility by making small, simultaneous investments in many alternative plans.
Strategic Plan and Objective
Plan- clarify how the company will serve customers and position itself against competitors over the next two to five years Objective- more specific goal that unifies company-wide efforts, stretches and challenges the organization, and possesses a finish line and a time frame
Policies and Procedures
Policies- standing plans that indicate the general course of action that should be taken in response to a particular event or situation Procedures- standing plans that indicate the specific steps that should be taken in response to a particular event
Proximal and Distal Goals
Proximal- short term goals or subgoals Distal- long term or primary goals
S.M.A.R.T goals
Specific, Measurable, Attainable, Realistic, and Timely
Tactical, Operational, Single-use, and Standing Plans
Tactical- created and implemented by middle managers that specify how the company will use resources, budgets, and people over the next six months to tow years to accomplish specific goals within its mission Operational- day-to-day plans, implemented by lower-level managers, for producing or delivering the organizations products and services over a thirty-day six-month period Single-Use- plans that cover unique, one-time-only events Standing- plans used repeatedly to handle frequently recurring events
Goal commitment
The determination to achieve a goal.
Planning from Top to Bottom
Vision 1.Mission (Top Managers) 2.Tactical Plans; Management by Objectives (Middle Managers) 3.Operational Plans; Standing Plans: Single-Use Plans (First-Level Managers)
Steps and Limits to Rational Decision Making
1. define the problem 2. identify decision criteria 3. weight the criteria 4. generate alternative courses of action 5. evaluate each alternative 6. compute the optimal decision
Management by objectives
1. discuss possible goals 2. collectively select goals that are challenging, attainable, and consistent with the company's overall goals 3. jointly develop tactical plans that lead to the accomplishment of tactical goals and objectives 4. meet regularly to review progress toward accomplishment of those goals
Action Plan
A plan that lists the specific steps, people, resources, and time period needed to attain a goal.
Purpose Statement
A statement of company's purpose or reason for existing
Planning
Choosing a goal and developing a method or strategy to achieve that goal.
Decision and Rational decision making
Decision-process of choosing a solution from available alternatives Rational Decision- systematic process of defining problems, evaluating alternatives, and choosing optimal solutions
Pitfalls of Planning
First, it can impede change and prevent or slow needed adaptation. Second, planning can create a false sense of certainty. Third, the detachment of planners.
Relative comparisons
a process in which each decision criterion is compared directly with every other criterion
Absolute comparisons
a process in which each decision criterion is compared to a standard or ranked on its own merits
Devils advocacy
decision making method; assigned role of critic 1. Generate a potential solution 2. Assign a DA to criticize and question the solution 3. Present the critique of the potential solution to key decision makers 4. Gather additional relevant information 5. Decide whether to use, change, or not use the originally proposed solution
Delphi Technique
decision-making method in which members of a panel of experts respond to questions and to each other until reaching agreement on an issue
Nominal Group Technique
decision-making method that begins and ends by having group members quietly write don and evaluate ideas to be shared within the group
A-type conflict
disagreement that focuses on individuals or personal issues
C-type conflict
disagreement that focuses on problem and issue related differences of opinion