...2: Planning for Security Review Questions 1. Describe the essential parts of planning. How does the existence of resource constraints affect the need for planning? Answer: Organizational planning, described below, and Contingency planning, which focuses on planning or unforeseen events. Organizations must be able to forecast their needs relative to available resources as best they can to insure best decision making. 2. What are the three common layers of planning? How do they differ? Answer: Strategic – lays out long term goals, Tactical – more short term focus, Operational – daily and on-going operation goals 3. Who are the stakeholders? Why is it important to consider their views when planning? Answer: Stakeholders are individuals, groups of individuals, or organization that have a ‘stake’ or are affected by organizational decisions. When planning, an organization must take into consideration all stakeholders in order to evaluate planning decisions properly and resourcefully. 4. What is a mission statement? Why is it important? What does it contain? Answer: Mission statement – explicitly explains what the organizations business is and its intended areas of operations. 5. What is a vision statement? Why is it important? What does it contain? Answer: Vision statement – expresses what the organization wants to be 6. What is a values statement? Why is it important? What does...
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...Study Material For M.B.A. Based on Latest Syllabus of MBA prescribed By Maharshi Dayanand University, Rohtak (DDE) 1st Semester (Part-1) By : Expert Faculties Publications SCF-181, HUDA Complex, Near New Telephone Exchange, Rohtak (Haryana) footer Publications SCF-181, HUDA Complex, Near New Telephone Exchange, Rohtak (Haryana) © Reserved No Part of this book can be reproduced, stored in or introduced into a retrieval system or transmitted in any form, or by any means (Electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of the publisher of this book. All possible efforts have been made in the prepration of this book yet for any kind of errors and omissions, the publisher is responsible. In case of any dispute it will be subjected to Rohtak Jurisdiction Only. Price : Rs. 400.00 Published By : ZAD Publications, Rohtak footer “The Zad stars & their family are shining stars on the earth, being blessed by the stars in the sky to celebrate the spirit of success” as I am writing this success story, there is no substitute of hard-work, punctuality and disciplined efforts. It is relatively easy to achieve success, but difficult to maintain it. The best way to achieve the success is to do the ordinary things with extra ordinary enthusiasm. Because of our quality work and the sense of commitment to do something different, the institute is enhancing its number of branches...
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...1-a)Briefly discuss what you consider to be the major differences between preventive, detective and corrective control procedures. b)Why should timely reports be an essential element within a company’s Internal control system and what kind of control is it? a)Preventive control procedures are designed and implemented before an activity is performed to prevent some potential problem (e.g., the inaccurate handling of cash receipts) from occurring that relates to the activity. Detective control procedures are designed and implemented to provide feedback to management regarding whether or not operational efficiency and adherence to prescribed managerial policies have been achieved. In other words, preventive controls should be developed prior to operating activities taking place and detective controls should be developed to evaluate if operating efficiency and adherence to policies of management have occurred after operating activities have taken place. Corrective control procedures come into play based on the findings from the detective control procedures. That is, through detective controls, corrective control procedures should be developed to identify the cause of an organization’s problem, correct any difficulties or errors resulting from the problem, and modify the organization’s processing system so that future occurrences of the problem will hopefully be eliminated or at least minimized. b)From the standpoint of evaluating a company’s internal control system, a performance...
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...consideration based upon the type of product one is manufacturing. With every job there comes some source of management. There are four functions that help build up a solid management plan. These functions include planning, organizing, leading and controlling. The first function of management; planning, this is considered the foundation, this is where progress is viewed at its current state and determined what the future may hold for the company by creating goals and objectives. With planning comes SWOT, also known as strengths, weaknesses, opportunities and threats. This means that when planning for the best outcome of the company the determination of what will strengthen the company, weaken the company, what opportunities will present themselves to benefit the company as well as any threats that can harm the company in any way. Organizing is the second function of management; this is when a company has to put into play, all of its resources organized by the company. This is also where management decides what divisions of work shall go to depending upon its needs; along with deciding what responsibilities and authority shall be handed over to what departments. Followed by organizing comes leading; the leading function is where management controls the actions and responsibilities of employees or staff. Doing this helps...
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... What does ‘planning and control’ mean to air traffic controllers? Planning – There are three elements to the planning task described in this case. The first concerns the drawing of the ‘invisible corridors’ in the sky through which the planes are channelled. Related to this is the planning of how these invisible corridors are changed to cope with different weather conditions. In effect, this is route planning, a task that is undertaken in any transportation operation. The second part of the planning activity involves setting out procedures for emergency situations, such as emergency landings. This will involve predetermined routines not only on what happens to the plane subject to the emergency, but also to the other traffic in the air space and on the ground during the emergency. The third part of planning will involve rough capacity planning. Airlines run to schedules and therefore it is possible to forecast the expected number of planes arriving in the air space at any particular time. In some ways this is similar to the ERP (see Chapter 14) approach. So, if an aircraft is due at a certain point in air space at a particular time, it should be possible to forecast when that aircraft will become the responsibility of the tower controllers, when it will become the responsibility of the ground controllers and so on. Of course, this is in theory only. Contingencies will have to be built into the plan to account for variation in the actual arrival times of aircraft. Control –...
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... Characteristics of main functions of management ………………….12 4.1. The planning function……………………………………………..12 4.2. The function of the organization ………………………………….13 4.3. Function motivation……………………………………………….14 4.4. Monitoring function ………………………………………………15 5. Specific management functions……………………………………..16 6. Conclusion…………………………………………………………..17 7. Bibliography………………………………………………………...18 Introduction In general, management should be thought of as the science and art of winning, the ability to achieve goals, using the work, the motives and intelligence of people. We are talking about targeted on people with the aim of turning unorganized elements in effective and productive force. In other words, management is human possibilities through which leaders use resources to achieve strategic and tactical goals of the organization. Manager - independent profession with its own professionally-specific tools and skills, is clearly different from other professions. Encourage was achieved by the employees themselves, relates only to the trade Manager, and all other professions perform special tasks, but not task Manager. Manager is a person who has a great special training and have achieved results through other people. This is a recognized leader of any team. In the economy are formed, operate and develop various objects as state social control and management of horizontal market structures. The main objects of public...
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...Lesson 10 - Natural Family Planning https://eberlyscienceonline.psu.edu/courses/biology177/book/ex... Lesson 10 - Natural Family Planning By the end of this chapter you should be able to: Describe the history of natural family planning. Describe the variants of natural family planning. Explain the motivations behind the use of natural family planning. Differentiate between natural family planning and pharmaceutical contraceptive measures. What is Natural Family Planning? Often, a couple may want to engage in sexual intercourse (extensively) and at the same time avoid pregnancy. In cases such as these a number of strategies are employed specifically to this end. The term contraception literally means "against conception", so contraceptive measures either prevent pregnancy from occurring or prevent it from progressing after it has occurred. Needless to say, there are profound implications at many levels when addressing contraceptive issues. Without a doubt, contraceptive strategies are in widespread use, and even considered to be mainstream in many places. Contraceptive measures are classified as being behavioral, barrier, or chemical methods. Behavioral methods are the subject of this lesson. The various artificial forms of barrier and chemical strategies directed toward contraception, pertaining to the most common use of that term, is the subject matter for the next lesson. In some cultures and in some religious traditions, the use of artificial chemical or barrier contraceptive...
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...Table of content 1. Introduction 1 1.1. Google Inc. 1 1.2. Google Glass 1 2. Operations management & strategic planning 2 2.1. Operations management 2 2.2. Strategic planning 3 2.3. Link between operations management and strategic planning 3 3. Systems Diagram 4 3.1. Systems theory 4 4. Cost Minimization and quality maximization 5 4.1. Cost minimization 5 4.2. Quality maximization 6 4.3. Cost minimization and quality maximization at Google 6 5. The five performance objectives of operations management 7 5.1. The five performance objectives 7 5.2. Significance of the five performance objectives 8 6. Network planning and critical path analysis 9 6.1. Network planning 9 6.2. Critical path analysis 10 6.3. Evaluation of network planning and critical path analysis for Glass 10 7. Operational planning and control 11 7.1. Nature of operational planning and control 11 7.2. Need for Operational Planning and Control 13 8. Operational outcomes 14 9. Quality 15 9.1. Quality Defined 15 9.2. Quality Maintained 15 9.3. Quality for Google Inc. 17 Bibliography 19 1. Introduction 1.1. Google Inc. “Organise the world’s information and make it universally accessible and useful.” is Google’s mission statement (http://www.google.com). Google Inc. is a United States based international technology corporation which specialises in Internet oriented services and products. Google Inc. was founded in 1998...
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...Management Control System TASK 6 REPORT CASE 8.2 “Hasbro Interactive” By : Group 1 Nadya Azahra Rangkuti (023100004) Hanna Dwina Putri (023100066) Fahrina Trinandasari (023100117) Felisitas Yola (023100184) Gabriella Rahajeng Putri (023100208) Trisakti University 2013 CHAPTER I INTRODUCTION A. Background of company In 1923, three brothers, Henry, Hilal, and Herman Hassenfeld, founded Hassenfeld Brothers, a company selling textile remnants, in Providence, Rhode Island. Over the next two decades, the company expanded to produce pencil cases and school supplies. In 1926, Hassenfeld Brothers was incorporated with Hilal leaving for another textile business while Henry took charge of the corporation. With cost of pencils rising and their pencil supplier making pencil cases, Hassenfelds began making their own pencils becoming a source of funding for future lines. In the 1940s, Hassenfeld Brothers produced doctor and nurse kits, its first toys and modeling clay becoming a primarily toy company by 1942. In 1960, Henry died and Merrill took over the parent company and his older brother, Harold, ran the pencil-making business, Empire Pencil. Hassenfeld Brothers expanded to Canada with Hassenfeld Brothers (Canada) Ltd. in 1961. Having previously sold toys under the Hasbro trade name, the company shortened its name to Hasbro Industries in 1968 and sold a minor stake in the corporation to the public. Between 1978 and 1981, Stephen reduced...
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...desired results. Performance standards come from the planning function. No matter how difficult, standards should be established for every important task. Although the temptation may be great, lowering standards to what has been attained is not a solution to performance problems. On the other hand, a manager does need to lower standards when they are found to be unattainable due to resource limitations and factors external to the business. Control helps an organization adapt to changing conditions, limits the compounding of errors, helps an organization cope with complexity, and helps minimize cost. In today’s complex and turbulent environment, all organizations must contend with change. If managers could establish goals and achieve them instantaneously, control would not be needed. But between the time a goal is established and the time it is reached, many things can happen in the organization and its environment to disrupt movement toward the goal or even to change the goal itself. A properly designed control system can help managers anticipate, monitor, and to changing circumstances. Small mistakes and errors do not often seriously damage the health of an organization. With the passage of time, however, small errors may accumulate and become very serious. When a firm purchases only one raw material, produces but one product, has a simple structure, and enjoys constant demand for its product, its managers can probably maintain control with a note pad and pencil. But in an organization...
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... The top five management principles are planning, leading, controlling, decision making, and human relations. Planning is my first management principle; it requires the planner to anticipate the future. A systematic process of making decisions about goals and activities that an individual, group, work unit, or organization will pursue in the future. In planning there’s decision making stages and formal planning steps. General decision making is identify and diagnosing the problem by making the choice, implementing, and evaluating it. Planning in general I learned is all together a preparatory step. Which determines when, how, and who is going to perform the specific job. Planning has been a weakness for me because I lack in planning but I have learned in this course and through past experiences that planning ahead of time is planning to anticipate the future. Without planning the future would be a total disaster. Planning starts with setting goals and objectives to be achieved. A goal in management is a target or end that management desires to reach. The main goals in planning have to be good, smart, specific, measurable, attainable, relevant, and time-bound. Also you can’t just have a goal you have to plan to have a goal and you have to plan out that goal. The plan to achieve goals is contingency plan a process that prepares an organization to respond coherently to an unplanned event which is referred to as “Plan B”. Strategic planning is needed which is a set of procedures for...
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...Craig Fowler The four functions of management; planning, organizing, leading, and controlling can be made or broken depending on the way in which they are ran. Although there are many concepts that can lead to these functions working or falling apart, there are some of the most important; globalization, technology, innovation, diversity, and ethics. Each other these has had a hand in leading the four functions from where they used to be to where they are now. Planning is an important step when it comes to being an effect manager. Globalization is when a company is operating worldwide, planning becomes very important when a company reaches this stage of success. If planning was nonexistent in a company that had achieved globalization, the company would not last much longer. Being able to even reach globalization without effective planning would be extremely difficult. Technology is used effectively with planning when a company is able to communicate the direction they are going in, or any information that they see fit across the internet. Technology has also helped with planning when it comes to smart phones, palm pilots, and other types of digital planners. Innovation helps the planning function by constantly updating the way in which to communicate and save data. The amount that you can save and the privacy that can be enhanced all helps planning in a business setting. Diversity is something that impacts planning by making sure that a concept has the ability to change...
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...How does the organisational structure and strategic planning help organisations achieve their aims and objectives? Strategic planning is a systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. In contrast to long-term planning (which begins with the current status and lays down a path to meet estimated future needs), strategic planning begins with the desired-end and works backward to the current status. * At every stage of long-range planning the planner asks, "What must be done here to reach the next (higher) stage?" * At every stage of strategic-planning the planner asks, "What must be done at the previous (lower) stage to reach here?" Also, in contrast to tactical planning (which focuses at achieving narrowly defined interim objectives with predetermined means), strategic planning looks at the wider picture and is flexible in choice of its means. Sainsbury’s: 20x20 Sustainability plan Sainsbury’s 20x20 sustainability plan is what they aim to have achieved by 2020. They aim to double the amount of British foods it sells while also boosting the provision of fairly traded products. It’s also aimed to drive down energy use in supermarkets, doubling the amount of British food sold from the current £4 billion a year and increasing the sales of fairly traded products. This plan costs up to £1 billion and was launched back in 2011. Since then they have managed...
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...information to managers-that is, people inside an organization who direct and control its operation. In contrast, financial accounting is concerned with providing information to stockholders, creditors, and others who are outside an organization. Managerial accounting provides the essential data with which the organizations are actually run. Managerial accounting is also termed as management accounting or cost accounting. Financial accounting provides the scorecard by which a company's overall past performance is judged by outsiders. Managerial accountants prepare a variety of reports. Some reports focus on how well managers or business units have performed-comparing actual results to plans and to benchmarks. Some reports provide timely, frequent updates on key indicators such as orders received, order backlog, capacity utilization, and sales. Other analytical reports are prepared as needed to investigate specific problems such as a decline in the profitability of a product line. And yet other reports analyze a developing business situation or opportunity. In contrast, financial accounting is oriented toward producing a limited set of specific prescribed annual and quarterly financial statements in accordance with Generally Accepted Accounting Principles (GAAP). (Ray H. Garrison Eric W Noreen 1999). Managerial accounting is managers oriented therefore its study must be preceded by some understanding of what managers do, the information managers need, and the general business environment...
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...contribute to failure of strategies. Poor Preparation of Line Managers: Numbers of companies have recognized that the responsibility for formulating strategy belongs to line managers, not staff planners. The latter’s role is supportive and facilitative. But in many instances, line executives have been inadequately prepared to assume this responsibility. Line managers need to understand the key concepts and language of strategic planning. It is unlikely that without some help, they will uniformly understand the operational meaning of such notions as ‘bases of competition’, ‘strategic issues’, ‘key success factors’, ‘portfolio role’, and ‘strategic management’. Typically, line managers view strategic planning as an additional burden imposed from above, diverting them from ‘running the business’. All too often, many line managers adopt a grudging, mechanistic approach to their planning duties. Small wonder that staff planners creep back in to lend a hand and help fill the void. Improving line managers’ understanding and skills in strategic planning through participation in ‘quick-fix’ management development courses often yields disappointing results. Too much management development training still consists of discussions of generic or hypothetical case materials and packages of received wisdom presented to groups of peers. Such training may provide some value, but it usually falls far short of replicating the real conditions facing the line management strategist. When line managers...
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