MNGT 301 Chapter 7 Planning and Goal Setting
Planning Approaches
MBO, Single-uses plans, Standing Plans
Goal + Plan =
Planning
Below the Mission Statement
Strategic Goals/Plan Senior Management (Organizations as a whole)
Third Level of Goals and Plans
Tactical Goals/Plans Middle Management (Major Divisions, Functions)
Top Level of Goals and Plans
The Mission Statement
Plan
a blueprint for goal achievement and specifies the necessary resource allocations, schedules, tasks, and other actions
Goal
a desired future state that the organization attempts to realize
Mission Statment
broadly stated definition of purpose that distinguishes the organization from others of a similar type
Prevention
build relationships, detect signals from the environment
contingency planning
define company responses to be taken in the case of emergencies, setbacks, or unexpected conditions
Strategic Plans
define the action steps by which the company intends to attain strategic goals (long term)
Tactical Plans
define what major departments and organizational subunits will do to implement the organization's strategic plan (short term)
preparation
designate crisis management and spokesperson, create detailed crisis management plan, effective communicative system
Planning
determining organizational goals and a means for achieving them
Operational Plans
developed at the lower levels of the organization to specify action steps toward achieving operational goals and to support tactical plans (Schedules)
Flexible Goal Setting
enables an organization to react to an environment that changes quickly
scenario building
forecasting technique that looks at current trends and discontinuities and visualizes future possibilities
decentralized planning
planning experts work with managers in major divisions or departments to develop their own goals and plans
single-use plans
plans developed for activities that are not likely to be repeated in the future (programs, projects)
Crisis Planning
preparing organization, managers, and employees to cope with catastrophic events that could destroy the firm
Management by Objectives (MBO)
system whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance
Business Performance Dashboard
visual display that helps executives keep track of key performance metrics
Strategy Maps
visual representations of the key drivers of an organization's success
Preformance management
Managers use operational goals to direct employees and resources
Bottom Level of Goals and Plans
Operational Goals/Plans Lower Managements (Departments, Individuals)
management by means
new systematic approach that focuses attention on the methods and processes used to achieve goals
Strategic Goals
official goals, broad statements describing the organization's future
standing plans
ongoing plans that provide guidance for activities performed repeatedly (policies, rules, and procedures)
Essential Stages of Crisis Planning
prevention and preparation
stretch goals
reasonable yet highly ambitious and compelling goals that energize people and inspire excellence
Key preformance indicators
specific and measurable, defined time period, key result areas, challenging but realistic, linked to rewards
operational goals
specific, measurable results that are expected from departments, work groups, and individuals (Precise/Measurable)
Mission
the organization reason for existence
Tactical Goals
the outcomes that major divisions and departments must achieve for the organization to reach its overall goals (middle Management)
