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