Provides a methodical way of achieving desired results.

The management function that involves anticipating future trends and determining the best strategies and tactics to achieve organizational objectives.

The selection and sequential ordering of tasks required to achieve an organizational goal.

Deciding what will be done, who will do it, where, when and how it will be done, and the standards to which it will be done.

Defined as selecting the best course of action so that the desired result may be achieved.

1. Top management level 2. Middle management level 3. Lower management level

Refers to the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals.

The whole company is considered, specifically its objectives and current resources.

The decision about long-range goals and the course of action to achieve these goals.

The process of determining the contributions that subunits can make with allocated resources.

The goals of a subunit are determined and a plan is prepared to provide a guide to the realization of the goals.

Is designed to support the strategic plan.

The process of determining how specific tasks can best be accomplished on time with available resources.

It must be performed in support of the strategic plan and the intermediate plan.

The precise statement of results sought, quantified in time and magnitude, where possible.

The ways to realize the goals are called __ and these will be the concern of __ management. The __ and __ management will adapt their own tactics to implement their plans.

A course of action aimed at ensuring that the organization will achieve its objectives.

A short-term action taken by management to adjust to negative internal or external influences.

The decision about short-term goals and the courses of action are indicated.

A quantitative or qualitative measuring device designed to help monitor the performances of people, capital goods, or processes.

This is the written document or blueprint for implementing and controlling an organization's marketing activities related to a particular marketing strategy.

This is a written document that states the quantity of output a company must produce in broad terms and by product family.

It is a document that summarizes the current financial situation of the firm, analyzes financial needs, and recommends a direction for financial activities.

It is a document that indicates the human resource needs of a company detailed in terms of quantity and quality and based on the requirements of the company's strategic plan.

These are plans intended to cover a period of less than one year. First-line supervisors are mostly concerned with these plans.

These are plans covering a time span of more than one year. These are mostly undertaken by middle and top management.

These are plans that are used again and again, and they focus on managerial situations that recur repeatedly.

They are broad guidelines to aid managers at every level in making decisions about recurring situations or function.

They are plans that describe the exact series of actions to be taken in a given situation.

They are statements that either require or forbid a certain action.

These plans are specifically developed to implement courses of action that are relatively unique and are unlikely to be repeated.

A plan which sets forth the projected expenditure for a certain activity and explains where the required funds will come from.

Designed to coordinate a large set of activities.

Is usually more limited in scope than a program and is sometimes prepared to support a program.

Standing Plans

Single-Use Plans

Presents an overall view of the marketing project and its potential.

The strategic statement that identifies why an organization exists, its philosophy of management, and its purpose as distinguished from other similar organizations in terms of products, services, and markets.