| analyzers | Organizations that allow other organizations to take the risks of product development and marketing and then imitate (or perhaps slightly improve on) what seems to work best.
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| cascading | Objectives are structured in a unified hierarchy, becoming more specific at lower levels of the organization.
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| defenders | Experts at producing and selling narrowly defined products or services.
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| effect uncertainty | One of three types of uncertainty; when the effects of environmental changes are unpredictable.
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| management by objectives (MBO) | Four-step process in which (1) managers and employees jointly set objectives for the employee, (2) managers develop action plans, (3) managers and employees periodically review the employee's performance, and (4) the manager makes a performance appraisal and rewards the employee according to results.
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| means-end chain | A hierarchy of goals; in the chain of management (operational, tactical, strategic), the accomplishment of low-level goals are the means leading to the accomplishment of high-level goals or ends.
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| mission | An organization's purpose or reason for being.
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| mission statement | Statement that expresses the purpose of the organization.
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| operational goals | Goals that are set by and for first-line managers and are concerned with short-term matters associated with realizing tactical goals.
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| operational planning | Determining how to accomplish specific tasks with available resources within the next 1-week to 1-year period; done by first-line managers.
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| planning | Setting goals and deciding how to achieve them. Also, coping with uncertainty by formulating future courses of action to achieve specified results.
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| planning/control cycle | A cycle that has two planning steps (1 and 2) and two control steps (3 and 4), as follows: (1) Make the plan. (2) Carry out the plan. (3) Control the direction by comparing results with the plan. (4) Control the direction by taking corrective action in two ways—namely, (a) by correcting deviations in the plan being carried out, or (b) by improving future plans.
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| program | A single-use plan encompassing a range of projects or activities.
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| project | A single-use plan of less scope and complexity than a program.
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| project life cycle | Cycle of a project with four stages from start to finish: definition, planning, execution, and closing.
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| project management | Achieving a set of goals by planning, scheduling, and maintaining progress of the activities that constitute a project.
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| project planning | Preparation of singleuse plans, or projects.
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| prospectors | Managers who develop new products or services and seek out new markets, rather than waiting for things to happen.
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| reactors | Managers who make adjustments only when finally forced to by environmental pressures.
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| response uncertainty | One of three types of uncertainty; when the consequences of a decision are uncertain.
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| skunkworks | A project team whose members are separated from the normal operation of an organization and asked to produce a new, innovative product.
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| SMART goal | A goal that is Specific, Measurable, Attainable, Results oriented, and has Target dates.
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| state uncertainty | One of three types of uncertainty; when the environment is considered unpredictable.
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| strategic goals | Goals that are set by and for top management and focus on objectives for the organization as a whole.
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| strategic planning | Determining what an organization's long-term goals should be for the next 1-10 years with the resources it expects to have available; done by top management.
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| tactical goals | Goals that are set by and for middle managers and focus on the actions needed to achieve strategic goals.
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| tactical planning | Determining what contributions departments or similar work units can make with their given resources during the next six months to two years; done by middle management.
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| vision statement | Statement that expresses what the organization should become and where it wants to go strategically.
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