GBUS 202 > Chapter 5 > Flashcards

Chapter 5 Flashcards

(55 cards)

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1
Q

Planning

A

Choosing a goal and developing a strategy to achieve that goal

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2
Q

Advantages of Planning

A
  • Intensifies efforts
  • Leads to persistence
  • Provides direction
  • Encourages the development of task strategies
  • Works for both companies and individuals
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3
Q

Disadvantages of Planning

A
  • Impedes change
  • Prevents of slows needed adaption
  • Creates a false sense of certainty
  • Leads to detachment of planners
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4
Q

How to Make a Plan that Works

A
  1. Set goals
  2. Develop Commitment
  3. Develop effective action plans
  4. Track progress toward goal achievement
  5. Maintain flexibility
  6. Revise existing plan or begin planning process anew
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5
Q

SMART Goals

A

Goals that are specific, measurable, attainable, realistic, and timely

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6
Q

Goal Commitment

A

the determination to achieve a goal
* Techniques = setting goals participatively, making the goal public, obtaining top management’s support

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7
Q

Action Plan

A

a plan that lists the specific steps, people, resources, and time period needed to attain a goal

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8
Q

Methods for Tracking Progress

A
  1. Setting proximal goals and distal goals
  2. Gathering and providing performance feedback
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9
Q

Proximal goals

A

short-term goals or subgoals

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10
Q

Distal goals

A

long-term or primary goals

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11
Q

Options-based planning

A

Maintaining planning flexibility by making small, simultaneous investments in many alternative plans

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12
Q

Slack resources

A

a cushion of extra resources that can be used with options-based planning to adapt to unanticipated changes, problems, or opportunities

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13
Q

Planning: Starting at the Top

A

Top management is responsible for developing long-term strategic
plans

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14
Q

Strategic plans

A

overall company plans that clarify how the company will serve customers and position itself against competitors over the
next two to five years

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15
Q

Purpose statement

A

a statement of a company’s purpose or reason for existing

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16
Q

Strategic Objective

A

a more specific goal that =
* unifies company-wide efforts
* stretches and challenges the organization
* possesses a finish line and a time frame

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17
Q

Planning: Bending in the Middle

A

Middle management develops and carry out tactical plans to accomplish strategic objectives

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18
Q

Tactical plans

A

plans created and implemented by middle managers that direct behavior, efforts, and attention over the next six months to two years

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19
Q

Management by objectives

A

a four-step process in which managers and employees =
* discuss possible goals
* collectively select goals
* develop tactical plans
* meet regularly to review progress toward goal accomplishment

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20
Q

Planning: Finishing at the bottom

A

Lower-level managers develop and carry out operational plans

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21
Q

Operational plans

A

day-to-day plans, developed and
implemented by lower-level managers, for producing or
delivering the organization’s products and services over a 30-
day to six-month period

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22
Q

Three types of operational plans

A
  • Single-use plans
  • Standing plans
  • Budgets
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23
Q

Single-use plans

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A

plans that cover unique, one-time-only events

24
Q

Standing plans

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A

plans used repeatedly to handle frequently recurring events

25
Policies
standing plans that indicate the general course of action that should be taken in response to a particular event or situation
26
Procedures
standing plans that indicate the specific steps that should be taken in response to a particular event
27
Rules and regulations
standing plans that describe how a particular action should be performed or what must happen or not happen in response to a particular event
28
Budgeting
quantitative planning through which managers decide how to allocate available money to best accomplish company goals
29
Decision-making
the process of choosing a solution from available alternatives
30
Rational decision-making
a systematic process of defining problems, evaluating alternatives, and choosing optimal solutions
31
Steps in Rational Decision-Making
1. Define the problem 2. Identify decision criteria 3. Weigh the criteria 4. Generate alternative courses of action 5. Evaluate each alternative against each criterion systematically 6. Compute the optimal decision
32
Problem
a gap between a desired state and an existing state = * Managers must * be aware of the problem * be motivated to solve the problem * have the knowledge, skills, abilities, and resources to fix the problem
33
Decision criteria
the standards used to guide judgments and decisions
34
Absolute comparisons
a process in which each decision criterion is compared to a standard or ranked on its own merits
35
Relative comparisons
process in which each decision criterion is compared directly with every other criterion
36
Compute the optimal decision
Involves multiplying the rating for each criterion by the weight for that criterion and then summing the generated scores
37
Limits to Rational Decision-Making
* Managers don’t operate in a perfect world with no real-world constraints * Managers face resources constraints as well as attention, memory, and expertise problems make it difficult for managers to maximize decisions
38
Maximize
Choosing the best alternative
39
Satisficing
Choosing a "good-enough" alternative
40
Advantages of Group Decision Making
Groups perform better than individuals in defining the problem and in generating alternative solutions
41
Disadvantages of Group Decision Making
* Groupthink * Takes considerable time * Individuals can dominate group discussions *Equality bias
42
Groupthink
a barrier to good decision-making caused by pressure within the group for members to agree with each other
43
C-type conflict (cognitive conflict)
disagreement that focuses on problem- and issue-related differences of opinion * Involves a willingness to examine, compare, and reconcile the differences to produce the best possible solution
44
A-type conflict (affective conflict)
disagreement that focuses on individuals or personal issues * Results in hostility, anger, resentment, distrust, cynicism, and apathy * Undermines team effectiveness
45
Methods of Creating C-Type Conflict
* Devils advocacy * Dialectical inquiry
46
Devil's Advocacy
a decision-making method in which an individual or a subgroup is assigned the role of critic
47
Dialectical inquiry
a decision-making method in which decision makers state the assumptions of a proposed solution (a thesis) and generate a solution that is the opposite (antithesis) of that solution
48
Nominal group technique
a decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group * Improves group decision-making by decreasing a-type conflict
49
Delphi technique
a decision-making method in which members of a panel of experts respond to questions and to each other until reaching agreement on an issue
50
Brainstorming
a decision-making method in which group members build on each others’ ideas to generate as many alternative solutions as possible
51
Electronic brainstorming
a decision-making method in which group members use computers to build on each others’ ideas and generate as many alternative solutions as possible
52
Advantages of Electronic Brainstorming
* Helps overcome * Production blocking * Evaluation apprehension * Protects participant anonymity * Generally more productive than traditional brainstorming
53
Disadvantages of Electronic Brainstorming
* Expense of computers, network, and software * Challenge of writing rather than speaking ideas
54
Production blocking
a disadvantage of face-to-face brainstorming in which a group member must wait to share an idea because another member is presenting an idea
55
Evaluation apprehension
fear of what others will think of your ideas
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