OM-Q1/W7
問題一覧
1
are those methods or processes followed by planners in preparing or evaluating their plans, programs, and policies.
Planning Techniques
2
is making predictions of what is likely to happen in the future. It shows that the managers know something of future happenings
even before things actually happen.
Forecasting
3
the process of estimating the relevant events of future, based on the analysis of their past and present behavior.
Forecasting
4
The future estimates of various business operations will have to be based on the results obtainable through systematic investigation of the economy, products and industry
Developing the Basis
5
On the basis of the data collected through systematic investigation into
the economy and industry situation, the manager has to prepare quantitative estimates of the future scale of business operations. Here the managers will have to consider the planning premises.
Estimation of Future Operation
6
It has already been indicated that the managers cannot take it easy after they have formulated a business forecast. They have to constantly compare the actual operations with the forecasts prepared in order to find out the reasons for any deviations from forecasts. This helps in
making more realistic forecasts for future.
Regulation of Forecasts
7
Having determined the deviations of the actual performances from the positions forecast by the managers, it will be necessary to examine the procedures adopted for the purpose so that improvements can be made in the method of forecasting.
Review of Forecasting Process
8
There are various methods of forecasting. However, no method can be suggested as universally applicable. In fact, most of the forecasts are done by combining various methods.
Techniques of Forecasting
9
is a course of action that your organization would take if an unexpected event or situation occurs. Contingency can be:
➢ Positive- surprise influx of money
➢ Negative- fire, flood, data breach, major network failure
Contingency Planning
10
an important part of your overall business continuity strategy because they help ensure your organization is ready for anything.
Contingency Planning
11
is making assumptions on what the future is going to be and how your business environment will change overtime inlight of that future.
Scenario Planning
12
is identifying a specific set of uncertainties, different “realities” of what might happen in the future of your business.
Scenario Planning
13
is also a contingency planning, but it is a long-term version of the latter. Several future states of affairs must be identified,
and alternative plans must be prepared in order to meet the changes or challenges in the future.
Scenario Planning
14
Some examples of changes or challenges that may arise in future
scenarios are:
environmental pollution, human rights violations, climate and weather changes, earthquake damages to communities
15
It refers to another planning technique that generally involves
external comparisons of a company’s practices and technologies with those of other companies.
Benchmaking
16
Three Ways to Use Benchmarking:
Process Benchmaking, Strategic Benchmaking, Performance Benchmaking
17
This is all about better understanding your processes, comparing performance against internal and external benchmarks, and finding ways to optimize and improve your processes. The idea is that, by understanding how top performers complete a process, you can find ways to make your own processes more efficient, faster and more effective.
Process Benchmaking
18
This compares strategies, business approaches and business
models in order to strengthen your own strategic planning and determine your strategic priorities. The idea is to understand what strategies underpin successful companies (or teams or business units) and then compare these strategies with your own to identify ways you can be more competitive
Strategic Benchmaking
19
This involves collecting information on how well you’re doing in terms of outcomes and comparing these outcomes internally or externally. This can also refer to functional performance benchmarking, such as benchmarking the performance of the HR team or the marketing team.
Performance Benchmaking
20
an urban planning paradigm that emphasizes involving the
entire community in the strategic and management processes of urban planning; or, community-level planning processes, urban or rural
Partcipatory Planning
21
a planning process that includes the people who will be affected by the plans and those who will be asked to implement them in all planning steps.
Participatory Planning
22
Positive results of PARTICIPATORY Planning:
Creativity, Increase acceptance, Understanding of plans, Commitment to the success of plans
23
Steps in Forecasting:
Developing the Basis, Estimation of Future Operation, Regulation of Forecasts, Review of the Forecasting Process
OM-Q1/W6
OM-Q1/W6
Kent jovert Imo · 33問 · 2年前OM-Q1/W6
OM-Q1/W6
33問 • 2年前OM-Q2/W1
OM-Q2/W1
Kent jovert Imo · 9問 · 2年前OM-Q2/W1
OM-Q2/W1
9問 • 2年前OM-Q2/W2
OM-Q2/W2
Kent jovert Imo · 7問 · 2年前OM-Q2/W2
OM-Q2/W2
7問 • 2年前OM-Q2/W3
OM-Q2/W3
Kent jovert Imo · 11問 · 2年前OM-Q2/W3
OM-Q2/W3
11問 • 2年前OM-Q2/W4
OM-Q2/W4
Kent jovert Imo · 47問 · 2年前OM-Q2/W4
OM-Q2/W4
47問 • 2年前OM-Q2/W5
OM-Q2/W5
Kent jovert Imo · 46問 · 2年前OM-Q2/W5
OM-Q2/W5
46問 • 2年前OM-Q2/W6
OM-Q2/W6
Kent jovert Imo · 34問 · 2年前OM-Q2/W6
OM-Q2/W6
34問 • 2年前問題一覧
1
are those methods or processes followed by planners in preparing or evaluating their plans, programs, and policies.
Planning Techniques
2
is making predictions of what is likely to happen in the future. It shows that the managers know something of future happenings
even before things actually happen.
Forecasting
3
the process of estimating the relevant events of future, based on the analysis of their past and present behavior.
Forecasting
4
The future estimates of various business operations will have to be based on the results obtainable through systematic investigation of the economy, products and industry
Developing the Basis
5
On the basis of the data collected through systematic investigation into
the economy and industry situation, the manager has to prepare quantitative estimates of the future scale of business operations. Here the managers will have to consider the planning premises.
Estimation of Future Operation
6
It has already been indicated that the managers cannot take it easy after they have formulated a business forecast. They have to constantly compare the actual operations with the forecasts prepared in order to find out the reasons for any deviations from forecasts. This helps in
making more realistic forecasts for future.
Regulation of Forecasts
7
Having determined the deviations of the actual performances from the positions forecast by the managers, it will be necessary to examine the procedures adopted for the purpose so that improvements can be made in the method of forecasting.
Review of Forecasting Process
8
There are various methods of forecasting. However, no method can be suggested as universally applicable. In fact, most of the forecasts are done by combining various methods.
Techniques of Forecasting
9
is a course of action that your organization would take if an unexpected event or situation occurs. Contingency can be:
➢ Positive- surprise influx of money
➢ Negative- fire, flood, data breach, major network failure
Contingency Planning
10
an important part of your overall business continuity strategy because they help ensure your organization is ready for anything.
Contingency Planning
11
is making assumptions on what the future is going to be and how your business environment will change overtime inlight of that future.
Scenario Planning
12
is identifying a specific set of uncertainties, different “realities” of what might happen in the future of your business.
Scenario Planning
13
is also a contingency planning, but it is a long-term version of the latter. Several future states of affairs must be identified,
and alternative plans must be prepared in order to meet the changes or challenges in the future.
Scenario Planning
14
Some examples of changes or challenges that may arise in future
scenarios are:
environmental pollution, human rights violations, climate and weather changes, earthquake damages to communities
15
It refers to another planning technique that generally involves
external comparisons of a company’s practices and technologies with those of other companies.
Benchmaking
16
Three Ways to Use Benchmarking:
Process Benchmaking, Strategic Benchmaking, Performance Benchmaking
17
This is all about better understanding your processes, comparing performance against internal and external benchmarks, and finding ways to optimize and improve your processes. The idea is that, by understanding how top performers complete a process, you can find ways to make your own processes more efficient, faster and more effective.
Process Benchmaking
18
This compares strategies, business approaches and business
models in order to strengthen your own strategic planning and determine your strategic priorities. The idea is to understand what strategies underpin successful companies (or teams or business units) and then compare these strategies with your own to identify ways you can be more competitive
Strategic Benchmaking
19
This involves collecting information on how well you’re doing in terms of outcomes and comparing these outcomes internally or externally. This can also refer to functional performance benchmarking, such as benchmarking the performance of the HR team or the marketing team.
Performance Benchmaking
20
an urban planning paradigm that emphasizes involving the
entire community in the strategic and management processes of urban planning; or, community-level planning processes, urban or rural
Partcipatory Planning
21
a planning process that includes the people who will be affected by the plans and those who will be asked to implement them in all planning steps.
Participatory Planning
22
Positive results of PARTICIPATORY Planning:
Creativity, Increase acceptance, Understanding of plans, Commitment to the success of plans
23
Steps in Forecasting:
Developing the Basis, Estimation of Future Operation, Regulation of Forecasts, Review of the Forecasting Process