baw basta entrip gihapon

59問 • 2年前

tokkijijii

通報

問題一覧

The most basic management function that tells you where to go and how to get there

Planning

It's like preparing a blueprint of what is to be done, when, how, and by whom it should be done

Planning

Involves determining the organization's goals or performance objectives, defining strategic actions that must be done to accomplish them and developing coordination and integration of activities

Planning

Is the process of establishing objectives and suitable courses of action before taking action

Planning

Another way to classify plans

Operational or short-range plans, Tactical or intermediate range plans, Strategic or long-range plans

A day to a year

Operational or short-range plans

A few months to three years

Tactical or intermediate range plans

Up to 25 years

Strategic or long-range plans

These plans are used repeatedly and cover policies, procedures, and rules

Standing plans

These plans are essentially one shot or non repetitious

Single-used or single-purpose plans

Classification of plans

Standing plans, Single-used or single-purpose plans

Steps involved in strategic planning

Formulate organization objectives, Analyze present resources, Determine alternative courses of action, Examine the alternatives, Select the best course of action, Develop support plans, Implement the plan

This serve as the basis where the efforts and services will be used

Formulate organization objectives

This refers to the availability of money, staff, machines, materials, space and time to help you realize your plans

Analyze present resources

Reduce number of alternatives. Remove those do not look promising, retain those ones for further analysis

Determine alternative courses of action

You need to do some statistical and quantitative analysis of factors involved in each alternative

Examine the alternatives

Choosing alternative most likely to be effective in achieving your objectives

Select the best course of action

Smaller plans aims to establish coordination among other levels of the organization so that the enterprise goal can be easily achieved

Develop support plans

Plans only come into reality when it is implemented.

Implement the plan

Involves identifying the specific activities necessary to achieve the enterprise goals, clustering the activities into departments and designating the personnel to head and compose each department

Organizing

Demands assigning tasks, setting aside funds and bringing harmonious relations among the individual and work groups or terms in the organization

Organizing

A diagram showing the organizational relationships of the position and their corresponding authority, responsibility, and accountability

Organizational chart

Authority, Responsibility, Accountability

Right that a manager has to require a subordinate to accomplish something

Authority

Authority can be ______

Delegated

The duty of the manager that one has to fulfill in connection of the performance of his job

Responsibility

It cannot be delegated

Responsibility, Accountability

The situation of being answerable to higher authorities

Accountability

Types of organization

Line organization, Line and staff, Functional type

Direct command of superiors over workers who accomplish the task

Line organization

This structure focuses on the functions or type of activities in each unit

Functional type

It is expected that the worker has one or more immediate supervisor

Functional type

Any activities that the line officers cannot do are delegated to a staff officer to render these services

Line and staff

Is the process of recruiting, placing, training, and developing personnel

Staffing

Includes filling in the different job positions in the organization structure

Staffing

Four essential steps in staffing

Workload assessment, Job analysis, Examine present personnel, Design an improvement plan

The officers manning the operating units can determine what exactly they are responsible for

Workload assessment

This information can be used as basis for defining the organizational structure, and the quantity and quality of personnel needed to handle the workload

Workload assessment

It refers to the process of determining the duties, responsibilities of each job

Job analysis

Assess skills, strengths, weaknesses and potentials. Compare your inventory to manpower needs

Examine present personnel

If you found out that there's a problem in quantity or quality of skills among your present personnel.

Design an improvement plan

Involved putting your plans into effect. Influencing your subordinates is its principal concern

Directing

Motivation, Leadership

Is the process of encouraging the subordinates to act in a desired manner

Motivation

Physiological needs, Safety needs, Esteem needs, Self-realization

Needs for air, food, water for survival

Physiological needs

To be protected from danger, threat or deprivation

Safety needs

Such as self-confidence, achievement, competence, knowledge, self-respect, freedom and independence

Esteem needs

Represent the needs for full development of potentials and of being creative

Self-realization

The ability of an individual to persuade the subordinates to follow

Leadership

Skills in leadership

Conceptual skills, Human relation skills, Technical skills

Mental capacity of an individual to grasp the relationship of different parts into an integrated whole

Conceptual skills

The ability to deal effectively with people

Human relation skills

Incorporate the capabilities to perform the mechanics of a certain job which the operative employees perform

Technical skills

The process of monitoring actual organizational activities to see that they conform to planned activities and correcting deviations or flaws

Controlling

Involves evaluating and correcting the performance or the individuals or work group

Controlling

Characteristics of effective controls

They control the proper activities, Control should be timely, Controls should be cost effective, Controls must be accurate, Controls must be accepted

Steps in controlling process

Establish standards, Set performance measurements, Measure actual performance, Compare performance with standards and analyze deviations

3 common types of standards

Physical standards, Monetary standards, Time standards

Constellations

tokkijijii · 88問 · 2年前

Constellations

88問 • 2年前

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World History - Kabihasnang Tsino

tokkijijii · 24問 · 3年前

World History - Kabihasnang Tsino

24問 • 3年前

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World History (bp)

tokkijijii · 46問 · 3年前

World History (bp)

46問 • 3年前

tokkijijii

World History (bp2)

tokkijijii · 37問 · 3年前

World History (bp2)

37問 • 3年前

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World History - Current Events (bp)

tokkijijii · 43問 · 3年前

World History - Current Events (bp)

43問 • 3年前

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World History (nb)

tokkijijii · 122問 · 3年前

World History (nb)

122問 • 3年前

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Volcanoes

tokkijijii · 33問 · 2年前

Volcanoes

33問 • 2年前

tokkijijii

Bulkan

tokkijijii · 10問 · 2年前

Bulkan

10問 • 2年前

tokkijijii

Energy from the volcanoes

tokkijijii · 15問 · 2年前

Energy from the volcanoes

15問 • 2年前

tokkijijii

Mga katangian ng makatutulong upang maisasabuhay ang kagalingan sa paggawa

tokkijijii · 27問 · 2年前

Mga katangian ng makatutulong upang maisasabuhay ang kagalingan sa paggawa

27問 • 2年前

tokkijijii

Kasipagan

tokkijijii · 13問 · 2年前

Kasipagan

13問 • 2年前

tokkijijii

Pamamahala sa paggamit ng oras

tokkijijii · 8問 · 2年前

Pamamahala sa paggamit ng oras

8問 • 2年前

tokkijijii

Paikot na daloy ng ekonomiya

tokkijijii · 25問 · 2年前

Paikot na daloy ng ekonomiya

25問 • 2年前

tokkijijii

Ugnayan ng pangkalahatang kita, pag-iimpok at pagkonsumo

tokkijijii · 16問 · 2年前

Ugnayan ng pangkalahatang kita, pag-iimpok at pagkonsumo

16問 • 2年前

tokkijijii

Implasyon

tokkijijii · 18問 · 2年前

Implasyon

18問 • 2年前

tokkijijii

Dahilan ng implasyon

tokkijijii · 10問 · 2年前

Dahilan ng implasyon

10問 • 2年前

tokkijijii

Patakarang Piskal

tokkijijii · 21問 · 2年前

Patakarang Piskal

21問 • 2年前

tokkijijii

Patakarang pananalapi

tokkijijii · 48問 · 2年前

Patakarang pananalapi

48問 • 2年前

tokkijijii

問題一覧

The most basic management function that tells you where to go and how to get there

Planning

It's like preparing a blueprint of what is to be done, when, how, and by whom it should be done

Planning

Involves determining the organization's goals or performance objectives, defining strategic actions that must be done to accomplish them and developing coordination and integration of activities

Planning

Is the process of establishing objectives and suitable courses of action before taking action

Planning

Another way to classify plans

Operational or short-range plans, Tactical or intermediate range plans, Strategic or long-range plans

A day to a year

Operational or short-range plans

A few months to three years

Tactical or intermediate range plans

Up to 25 years

Strategic or long-range plans

These plans are used repeatedly and cover policies, procedures, and rules

Standing plans

These plans are essentially one shot or non repetitious

Single-used or single-purpose plans

Classification of plans

Standing plans, Single-used or single-purpose plans

Steps involved in strategic planning

This serve as the basis where the efforts and services will be used

Formulate organization objectives

This refers to the availability of money, staff, machines, materials, space and time to help you realize your plans

Analyze present resources

Reduce number of alternatives. Remove those do not look promising, retain those ones for further analysis

Determine alternative courses of action

You need to do some statistical and quantitative analysis of factors involved in each alternative

Examine the alternatives

Choosing alternative most likely to be effective in achieving your objectives

Select the best course of action

Smaller plans aims to establish coordination among other levels of the organization so that the enterprise goal can be easily achieved

Develop support plans

Plans only come into reality when it is implemented.

Implement the plan

Involves identifying the specific activities necessary to achieve the enterprise goals, clustering the activities into departments and designating the personnel to head and compose each department

Organizing

Demands assigning tasks, setting aside funds and bringing harmonious relations among the individual and work groups or terms in the organization

Organizing

A diagram showing the organizational relationships of the position and their corresponding authority, responsibility, and accountability

Organizational chart

Authority, Responsibility, Accountability

Right that a manager has to require a subordinate to accomplish something

Authority

Authority can be ______

Delegated

The duty of the manager that one has to fulfill in connection of the performance of his job

Responsibility

It cannot be delegated

Responsibility, Accountability

The situation of being answerable to higher authorities

Accountability

Types of organization

Line organization, Line and staff, Functional type

Direct command of superiors over workers who accomplish the task

Line organization

This structure focuses on the functions or type of activities in each unit

Functional type

It is expected that the worker has one or more immediate supervisor

Functional type

Any activities that the line officers cannot do are delegated to a staff officer to render these services

Line and staff

Is the process of recruiting, placing, training, and developing personnel

Staffing

Includes filling in the different job positions in the organization structure

Staffing

Four essential steps in staffing

Workload assessment, Job analysis, Examine present personnel, Design an improvement plan

The officers manning the operating units can determine what exactly they are responsible for

Workload assessment

This information can be used as basis for defining the organizational structure, and the quantity and quality of personnel needed to handle the workload

Workload assessment

It refers to the process of determining the duties, responsibilities of each job

Job analysis

Assess skills, strengths, weaknesses and potentials. Compare your inventory to manpower needs

Examine present personnel

If you found out that there's a problem in quantity or quality of skills among your present personnel.

Design an improvement plan

Involved putting your plans into effect. Influencing your subordinates is its principal concern

Directing

Motivation, Leadership

Is the process of encouraging the subordinates to act in a desired manner

Motivation

Physiological needs, Safety needs, Esteem needs, Self-realization

Needs for air, food, water for survival

Physiological needs

To be protected from danger, threat or deprivation

Safety needs

Such as self-confidence, achievement, competence, knowledge, self-respect, freedom and independence

Esteem needs

Represent the needs for full development of potentials and of being creative

Self-realization

The ability of an individual to persuade the subordinates to follow

Leadership

Skills in leadership

Conceptual skills, Human relation skills, Technical skills

Mental capacity of an individual to grasp the relationship of different parts into an integrated whole

Conceptual skills

The ability to deal effectively with people

Human relation skills

Incorporate the capabilities to perform the mechanics of a certain job which the operative employees perform

Technical skills

The process of monitoring actual organizational activities to see that they conform to planned activities and correcting deviations or flaws

Controlling

Involves evaluating and correcting the performance or the individuals or work group

Controlling

Characteristics of effective controls

They control the proper activities, Control should be timely, Controls should be cost effective, Controls must be accurate, Controls must be accepted

Steps in controlling process

Establish standards, Set performance measurements, Measure actual performance, Compare performance with standards and analyze deviations

3 common types of standards

Physical standards, Monetary standards, Time standards