Planning and Decision Making: Chapter review questions (2.5 - 3 pages) Management

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Part 1

  • 1) Discuss the benefits and pitfalls of planning.
  • 2) Describe the steps involved in making a plan that works.
  • 3) What are S.M.A.R.T. goals? Provide a detailed SMART goal that you have implemented.
  • 4) Discuss how companies can use plans at all management levels, from top to bottom.
  • 5) Explain how group decisions and group decision-making techniques can improve decision making.

Part 2

“Strategic Plan.” Go to NASA’s strategic plan at http://www.hq.nasa.gov/office/codez/plans.html. Browse through the latest strategic plan (it will be long, but just skim through and catch the gist of the plan). Then scroll down to “Center Implementation Plans” and select three of these. Skim through it.

1) How does NASA’s strategic plan relate to the organization’s vision and mission?

2) How is each center’s specific implementation plan connected to NASA?

3) List specific items in each implementation plan that are consistent with NASA’s strategic plan.

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5 Planning and Decision Making Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. LEARNING OUTCOMES 1 Discuss the benefits and pitfalls of planning 2 Describe how to make a plan that works 3 Discuss how companies can use plans at all management levels, from top to bottom 4 Explain the steps and limits to rational decision making 5 Explain how group decisions and group decision-making techniques can improve decision making Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 2 Benefits and Pitfalls of Planning • Benefits • Employees put forth greater effort when following a plan • Leads to persistence • Provides direction • Encourages the development of task strategies • Works for companies and individuals • Pitfalls • Impedes change and prevents needed adaptation • Creates a false sense of certainty • Detachment of planners Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 3 Exhibit 5.1 How to Make a Plan That Works Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 4 Setting Goals • SMART Goals • • • • • Specific Measurable Attainable Realistic Timely Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 5 Planning from Top to Bottom © 2015 Cengage Learning 5-3 Planning from Top to Bottom • Top management • Responsible for developing long term strategic plans • Purpose statement: Declaration of a company’s purpose or reason for existing • Strategic objective: Specific goal • Unifies company-wide efforts • Stretches and challenges the organization • Possesses a finish line and a time frame Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 7 Planning from Top to Bottom • Middle management • Responsible for developing and carrying out tactical plans to accomplish strategic objective • Tactical plans: Specify how the company will use resources, budgets, and people to accomplish specific goals • Management by objectives: Managers and employees discuss and select goals • Develop tactical plans, and meet regularly to review progress toward goal accomplishment Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 8 Planning from Top to Bottom • First-level managers • Responsible for developing and carrying out operational plans • Single-use plans: Cover unique, one time-only events • Standing plans: Used repeatedly to handle frequently recurring events • Budgeting: Managers decide how to allocate available money to best accomplish company goals Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 9 Advantage and Pitfalls of Group Decision Making • Advantage • In the decisionmaking process groups perform better than individuals in: • Defining the problem • Generating alternative solutions • Pitfalls • Groupthink: Barrier to good decision making • Takes considerable time • Individuals can dominate group discussions Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 10 Using Groups to Improve Decision Making • Structured conflict • Right kind of conflict can lead to better group decision making • C-type conflict: Disagreement that focuses on problem and issue-related differences of opinion • A-type conflict: Disagreement that focuses on individuals or personal issues Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 11 SUMMARY • Planning brings about increase in individual and organizational performance • Planning works best when the goals and action plans at the bottom and middle of the organization support the goals and action plans at the top of the organization • Decision making is the process of choosing a solution from available alternatives Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 12 KEY TERMS • • • • • • • Planning S.M.A.R.T. goals Goal commitment Action plan Proximal goals Distal goals Options-based planning • Slack resources • Strategic plans • • • • • • • • • Purpose statement Strategic objective Tactical plans Management by objectives Operational plans Single-use plans Standing plans Policies Procedures Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 13 KEY TERMS • • • • • • • • Rules and regulations Budgeting Decision making Rational decision making Problem Decision criteria Absolute comparisons Relative comparisons • • • • • • • • Maximize Satisficing Groupthink C-type conflict A-type conflict Devil’s advocacy Dialectical inquiry Nominal group technique Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 14
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Running head: PLANNING AND DECISION MAKING CHAPTER REVIEW

Planning and Decision Making

Name:

Institution:

2
PLANNING AND DECISION MAKING CHAPTER REVIEW

Planning and Decision Making Chapter Review
Part 1
1. Planning has various benefits and pitfalls. To begin with, it provides a route to the
desired end for a company or organization. Secondly, it enables review and
strategizing for the mangers, this implies that they can be able to see the parts of an
implementation plan that is not working and amend it effectively. Some of the pitfalls
for planning include decision making and the time it takes. Basically, generating a
great plan takes many people’s inputs, thereby taking up so much time that would
otherwise have been used in operationalizing organizational activities.
2. Coming up with effective plans follows five steps which determine its success or
failure in the end. The first step is identif...


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