Ch.17-Organizational Planning and Controlling

Action Statements

The means by which an organization moves forward to attain its goals.

Administrative Plans

Plans that work to integrate institutional-level plans with the operating plans and tie together all the plans created for the organization’s technical core.

Concurrent Controls

Controls intended to prevent deviation from a planned course of action while work is in progress.

Contingency Plans

Plans that deal with alternative courses of action.

Controlling

Monitoring the behavior of organizational members and the effectiveness of the organization itself to determine whether organizational goals are being achieved and taking corrective action if necessary.

Cybernetic Control

Self-regulating control procedures.

Deming Cycle

A planned model directed toward attaining continuous improvement by integrating organizational learning into the planning process (plan, do, check, act).

Domain/directional Planning

The development of a course of action that moves an organization toward one domain or direction (and, therefore, away from other domains or directions).

Goal Hierarchy

The interrelationship among an organization’s job-, department-, divisional-, and organizationall-level goals.

Goal Planning

Development of action statements to move toward the attainment of a specific goal.

Hybrid Control System

Control system that exercises control prior to, during, and after the performance of a work activity.

Hybrid Planning

The coupling of domain and goal planning.

Management by Objectives (MBO)

A philosophy of management, a planning and controlling technique, and an employee involvement program.

Noncybernetic Control

Control systems that operate independently from the work system that is being monitored; a monitoring system that is external to the target of control.

Official Goals

The aims of an organization that are expressed in highly abstract and general terms, generally employed for the organization’s external constituents.

Operating Plans

Direction and action statements for activities in the organization’s technical core.

Operational Goals

The aims of an organization that reflect management’s specific intentions.

Outcome or Goal Statements

End states- the targets and outcomes that managers hope to attain.

Planning

The process by which managers establish goals and specify how these goals are to be attained.

Postaction Controls

Controls employed after a product or service is complete.

Precontrols

Controls designed to prevent deviation from a desired plan of action before work actually begins.

Single-use Plans

Plans developed for unique situations or problems and one-time use.

Standing Plans

Rules, policies, and procedures about how to deal with issues that managers face repeatedly.

Strategic Plans

Hierarchical plans that address an organization’s institutional-level needs and attempt to position it advantageously within its task environment.