Module 2 Quiz RST 210

What is planning

setting the goals for the organization and its members

Planning

process of determining a set of actions designed to achieve goals

Why is planning so important

serves as the basis for strategic management, and is a decision making process that involves defining goals, establishing strategy for achieving those goals, developing a comprehensive set of actions

Steps in the planning process

set goals, generate a course of action, establish performance criteria, evaluate alternatives, select alternatives

Step 1: Set Goals

must identify opportunities and constraints that face organizations and chose specific goals that the organization aims to achieve

SWOT Analysis

strengths, weaknesses, opportunities, and threats to and within an organization

SMART Goals

specific, measurable, achievable, relevant, and time-bound

Step 2: Generate a Course of Action

develop new, untried alternatives in addition to existing ones (ex: benchmarking using other successful organizations as inspo)

Step 3: Establish Performance Criteria

specific, measurable standards and observed behaviors used to judge whether or not a task, job, or outcome has been successfully achieved

Step 4: Evaluate Alternatives

assessing and comparing possible courses of action to see which one best achieves a specific goal or action

Step 5: Select Alternatives

compare alternatives to the performance criteria and draw up a plan document that should specify goals, activities, and initiatives, responsibilities of members, standards, methods, and conformity controls

Strategic Planning

mission, vision, and values, long-term (5-10 years), top level management decisions that have long lasting organizational impact

Operational Planning

built off of strategic plans that are short-term, small-scale developmental goals

Mission, Vision, and Values

outlines the core of an organization

Mission

why does an organization exist? the fundamental purpose of an organization

Vision

where are we headed? the desired future state of an organization

Values

how do we conduct ourselves? the core philosphical values of an organization

What is organization

a means of coordinating that involves determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to who, and where decisions are to be made

Principles of organization

specialization, span of control, departmentalization, unity of command, responsibility and authority

Departmentalization

function-oriented, product/goal-oriented, matrix

Unity of command

chain of command

Responsibility and authority

obligations and rights of those within an organization, has four levels: informing, recommending, reporting, full

Span of Control

effected by the type of work, employee/supervisor competence or expertise, relationships, and pressure for production

Flat v. Tall Organizational Structure

flat has a wide span of control, wide has a narrow span of control

What is Staffing

the process of recruiting, hiring, and training

Goals of staffing

person-task and person-organization fit

Person-Task Fit

content based, does the person have the skills

Person-Organization Fit

context based, does the person share the same values, norms, or objectives

Psychological Contract

implicit expectations between the organization and its members, ties into organizational culture, and unlike job descriptions, it is informal, unwritten, mutual beliefs