Principles of Management - University of Minnesota Libraries Publishing
Know the difference between goals and objectives.
Chap 6
Know the relationship between goals and objectives.
Chap 6
Know what characterizes good goals and objectives.
Chap 6
Map out relationships among economic, social, and environmental goals and objectives.
Chap 6
See how goals and objectives fit in the P-O-L-C framework.
Chap 6
See how our thinking about goals and objectives has evolved.
Chap 6
Set and manage your own goals and objectives.
Chap 6
Understand the characteristics of good goals and objectives.
Chap 6
Understand the evolution of performance measurement systems.
Chap 6
Understand the nature of goals and objectives and why they are important.
Chap 6
Understand the roles of goals and objectives in employee performance reviews.
Chap 6
Are there any criticisms of this framework?
Intro
Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C) framework.
Intro
Know the general inputs into each P-O-L-C dimension.
Intro
What are the management functions that comprise the P-O-L-C framework?
Intro
What function does controlling serve?
Intro
What function does leading serve?
Intro
What function does organizing serve?
Intro
What function does planning serve?
Intro
Eight Characteristics of Appropriate Goals and Objectives
Less Is More Tie Measures to Drivers of Success Don't Just Measure the Past Take Stakeholders Into Account Cascade Goals Into Objectives Simplify Adapt Base Objectives on Facts
What Are Value Disciplines? chap 5
Operational Excellence Product Leadership Customer Intimacy
SWOT analysis
strengths, weaknesses, opportunities, threats
Balanced Scorecard
Chap 6
Be able to describe management by objectives.
Chap 6
Be able to describe the Balanced Scorecard.
Chap 6
Understand strategy as trade-offs, discipline, and focus.
Chap 5
Understand the basics of general environment analysis.
Chap 5
Understand the difference between intended and realized strategy.
Chap 5
Understand the nature of strategic focus.
Chap 5
Understand the need for a balance between strategic design and emergence.
Chap 5
4 types of creativity
Chap 4
Apply mission, vision, and values to your personal goals and professional career.
Chap 4
Be able to define mission and vision.
Chap 4
Be able to map stakeholders and their level of participation.
Chap 4
Develop some creativity tools.
Chap 4
Develop statements that articulate organizational mission and vision.
Chap 4
Incorporate stakeholder interests into mission and vision.
Chap 4
Learn about stakeholders and their importance.
Chap 4
Learn about the basics of the mission and vision development process.
Chap 4
Planning pyramid
Chap 4
See how creativity and passion are related to vision.
Chap 4
See how values are important for mission and vision.
Chap 4
Understand how creativity relates to vision.
Chap 4
Understand how mission and vision fit into the planning-organizing-leading-controlling (P-O-L-C) framework.
Chap 4
Understand how passion relates to vision.
Chap 4
Understand stakeholder analysis.
Chap 4
Understand the content of good mission and vision statements.
Chap 4
Understand the role of mission and vision in controlling.
Chap 4
Understand the role of mission and vision in leading.
Chap 4
Understand the role of mission and vision in organizing.
Chap 4
Understand the roles of mission, vision, and values in the planning process.
Chap 4
Understand the roles of vision, mission, and values in the P-O-L-C framework.
Chap 4
planning arrows
Chap 4
Be able to define strategic management.
Chap 5
Better understand how strategies emerge.
Chap 5
Broadly identify the inputs for strategy formulation.
Chap 5
Conduct external analysis to develop strategy.
Chap 5
Conduct internal analysis to develop strategy.
Chap 5
Formulate organizational and personal strategy with the strategy diamond.
Chap 5
Learn about internal analysis.
Chap 5
Learn the features of Porter's Five Forces industry analysis.
Chap 5
Nature of the Competitive Advantage
Chap 5
See how strategy fits in the planning-organizing-leading-controlling (P-O-L-C) framework.
Chap 5
See how to evaluate resources, capabilities, and core competencies using VRIO analysis.
Chap 5
See the components of microenvironment analysis that support industry analysis.
Chap 5
Strategy as discipline (Treacy and Wiersema).
Chap 5
Strategy as trade-offs (Porter).
Chap 5
Understand how strategic management fits in the P-O-L-C framework.
Chap 5
Understand how strategy is made.
Chap 5
Understand resources, capabilities, and core competencies.
Chap 5
Be able to set appropriate goals.
chap 6
Be able to troubleshoot an existing set of goals and objectives.
chap 6
See how corporate social responsibility, like other goals and objectives, can be incorporated using the Balanced Scorecard.
chap 6
See how goals and objectives are part of an effective employee performance evaluation process.
chap 6
Understand that corporate social responsibility, like any other goal and objective, helps the firm only when aligned with its strategy, vision, and mission.
chap 6
Understand the nature of corporate social responsibility.
chap 6
Understand where goals and objectives fit in employee development.
chap 6
