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(A) Starting at the Top: Top management is responsible for developing long term strategic plans.
o Strategic Plans: overall company plans that clarify how the company will serve customers and
position itself against competitors over the next two to five years.
o Vision statement: a statement of a company’s purpose and the destination it hopes to reach. It
should be brief and should be enduring, inspirational, clear and consistent.
o Mission statement: a broad statement of an organization’s purpose that distinguishes the
organization from others of a similar type.
(B) Bending in the Middle: Middle management is responsible for developing ad carrying out tactical plans
to accomplish the organization’s mission.
o Tactical Plans: specify how a company will use resources, budgets, and people to accomplish
specific goals within its mission.
(C) Finishing at the Bottom: lower level managers are responsible for developing and carrying our
operational plans.
o Operation plans: are the day-to-day plans for producing and delivering the organization’s
products and services.
Single-use plans: deal with unique, one-time-only events
Standing plans: plans that can be used repeatedly to handle frequently recurring
events.
Policy: indicates the general course of action that company managers should
take in response to a particular event or situation.
Procedure: is more specific than a policy because it indicates the series of steps
that should be taken in response to a particular course of action.
Rules and regulations: are even more specific than procedures and policies
because they specify what must or must not happen. They describe how a
particular action should be performed
Budgeting: is quantitative planning because it forces managers to decide how to
allocate available money to best accomplish company goals.
(B) Disadvantages of Group Decision Making: these pitfalls can lead to poor decision making.
o Groups can fall into groupthink. Groupthink occurs in highly cohesive groups when group
members feel intense pressure to agree with one another so that the group can approve a
proposed solution. Most likely to occur:
The group is insulated from others with different perspectives
The group leader begins by expressing a strong preference for a particular decision.
The group has no established procedure for systematically defining problems and
exploring alternatives.
Group members have similar backgrounds and experiences.
o Time: group decisions takes a long time. It is rare to have groups hold productive task-oriented
meetings to work through the decision process effectively.
o Strong willed group members: strong willed individuals dominates group discussion and puts
limits on how the problem is defined and what the solutions can be.