Orgman

• Forecasting


  Projecting the future of a project by leveraging all the available knowledge to generate likelihood of success
• Scenario Planning


  Constructing various scenarios to test out potential trajectories of specific operational plans
• Goal Setting

  Establishing and enforcing specific goals within the organization or strategic business unit (SBU) to identify achievable end results and drive the direction of the company towards commonly established goals
• Benchmarking


  A comparative approach to strategy that involves identifying a close competitor with similar strategic prerogatives and comparing/contrasting strengths and weaknesses to identify strategies for improvements or competitive advantages
• Participatory Planning


  The primary plan
• Contingency Planning

  The back-up plan
• Management by Objectives (MBO)

  The process of defining, disseminating, and implementing the objectives that an organization has identified as strategic, to ensure all participants are on the same page and achieve their segment of the plan
• SMART Goals


  Goals that are Specific, Measurable, Achievable, Realistic, and Time-targeted
• Organizational Planning Process


  1. Strategic Plans

  2. Translate Strategic Plan into Tactical Steps

  3. Develop Operational Plans

  4. Implement Plans

  5. Monitor and Control
• Strategic Plans


  • Review mission, vision, and values
  • Gather data on company performance
  • Perform SWOT analysis
  • Set big-picture goals aligned with mission, vision, and values
• Consultants are commonly brought in during strategy formulation and for a variety of other reasons, to provide an objective lens for internal affairs
• Industry experts, whether internal or external, are valuable resources in the planning process
• Inclusion of Stakeholders


  Upper management will want as much information as possible from everyone involved, such as consumer surveys, supplier projections, consumer inputs, and shareholder views
• The organizational planning process includes five phases that ideally form a cycle: strategic, tactical, operational, and contingency planning
• Organizational planning process


  1. Strategic planning

  2. Tactical planning

  3. Operational planning

  4. Contingency planning
• Strategic planning steps


  1. Review mission, vision, and values

  2. Gather data on company performance

  3. Perform SWOT analysis

  4. Set big-picture goals
• Translating strategic plan into tactical steps

  1. Define short-term goals

  2. Develop processes for reviewing goal achievement
• Operational planning


  1. Set goals and targets for individual employees

  2. Determine how individual employees spend their day
• Executing plans


  1. Put plans into action

  2. Activities carried out on a day-to-day basis should help reach tactical goals, which in turn supports the overall strategic plan
• Division of work


  • Entire business is divided into many departments
  • Work of every department is further subdivided into subworks
  • Each individual has to do the same work repeatedly which gradually makes that person an expert
• Coordination


  • Tasks are assigned to different persons
  • Aim of all persons is to attain the objectives of the organization
• Plurality of persons

  • Organization is a group of people who assemble to fulfill a common purpose
  • A single individual cannot create an organization
• Common objectives


  • Various parts of an organization with different functions to perform but all move in the direction of achieving a general objective
• Well-defined authority and responsibility


  • Tasks are assigned to every post, each will now be aware of the specified authority and responsibility it holds
• Organizing is a machine of management

  • Efficiency of all the functions depends on an effective organization
  • In the absence of organizing, no function can be performed in a planned manner
• Organization structures


  • Organizations are set up in a specific and special way to accomplish different goals
  • Structure can either help or hinder its progress toward accomplishing these goals
• Organizing is a structure of relationship


  • Relationship between persons on different posts in the organization is decided
  • It is decided who will be the superior and somebody's subordinate
• Functional structures


  • Each portion of the organization is grouped according to its purpose or by areas of specialty (such as IT, finance, operations, and marketing)
• Organization chart


  • Diagram showing the interrelationships of an organization's positions
• Advantages of functional structures

  • Offer greater operational efficiency because employees with shared skills and knowledge are grouped together according to the work they do
• Divisional structures


  • Common among large companies with many business units
  • Each organizational function has its own division can correspond to products or geographies of the organization
• Product departmentalization


  • Divisional structure organized by product, where various activities related to the product or service are under the authority of one manager
• Geographic departmentalization


  • Divisional structure organized by geography, such as an Asia/Pacific or Latin American division
  • Allows flexibility in product offerings and marketing strategies
• Matrix structures


  • Utilize the advantages of functional and divisional organization
  • Dual reporting relationship, as a manager reports to both functional head and a product executive
  • Provides flexibility and malleability
• Types of interviews


  • Structured interview
  • Unstructured interview
  • Stress interview
  • Group/panel interview
  • Video/telephone interview
• Structured interview


  Interviewer prepares a set of questions directed on the information that the hiring personnel is looking for in a candidate, and asks the same set of questions to all other interviewees
• Unstructured interview


  Interviewer may have prepared set of questions, but the direction of the interview is more casual and less formal, with follow-up questions based on the previous answers of the interviewee
• Stress interview


  Interviewer measures the applicant's tolerance to stress by creating stressful situations
• Group/panel interview


  • Group interview: one interviewer asking questions to many interviewees
  • Panel interview: a group of interviewers asking questions to a single interviewee
• Video/telephone interview

  • Video interview: uses video calling applications, interviewer can see the interviewee
  • Telephone interview: uses landline or mobile phones, interviewer cannot see the interviewee