ORMA
is a process that involves the setting of the organization’s goal,establishing startegies for accomplishing those
goals,and developing plans of action.
Vision is a mental image of what the organization will be in the future.
Mission is a basic purpose of and organization and range of their operations.
Organizational plan is a comprehensive plan for the entire organization covering time frame,specific
purpose,frequency use.
Comprehensiveness refers to the completeness of planning coverage,completely guide both the employer and
employee toward fast achievement of company goals,
Long term covering more than 3 years and short term covering one year or [Link]-level management usually sets
the long- range plans,lower-level management focuses on short-term goals.
Frequency refers to the no. of times or instance a plan may be [Link] to set of plans is often necessary to
ensure that all plans are carried out. Planning
Specificity refers to very detailed,clearly defined plans wherin objectives are clearly stated and could easily be
understood.
Strategic plans that establish the organization’s overall goals and apply to the entire firm.
Operational plan a plans that apply to a particular unit area only;their scope is narrow:achievement of company
goals may not be be achieved if operational plans are not cleared.
Long-term plans beyond three years;everyone must understand this plans to avoid confussion.
Short-term plans that cover one year or less
Directional plans are flexible or give general guidelines only
Specific plans are clearly stated and which have no room for interpretation;language used must be very
understandable
Single-use plans used or stated once only as this applies to the entire organization.
Standing plans that are ongoing;provide guidance for different activities done repeatedly.
Top-level Management Planning(Strategic planning)Top-level managers is responsible for this,which involves
making decisions about the organization’s long term goals and strategies.
Middle-level Management Planning(Tactical planning)refers to a set of procedures for changing or transforming
broad strategic goals and plans into specific goals.
Frontline Management Planning(Operational planning)involves identifying the specific procedures and processes
[Link] involves routine task or task repeatedly done by the organization’s lower level units.
Forecasting is an attempt to predict what happened in the future.
Contingency factors may offer alternative courses of action when the unexpected happens or when things go
wrong(back0up plan).Contingency factors called”trigger points”indicate when the prepared alternative plan should
implemented.
Scenario planning is a future states of affairs is a long-term version of contingency planning.
Benchmarking involves a external comparisons of acompany’s practices /technologies with those of others
companies.
Participatory planning it includes people who will be affected by the plans and those who will be asked to
implement them in all planning steps.
Decision-making is a process which begins problem identification and ends with the evaluation of implemented
solutions.
Structured o programmed decision that is repetitive and can be handled using a routine [Link]
decision applies to resolving structured problems which are straightforward,familiar and easily defined.
Unstructured or non-programmed decision applied to the resolution of problem that are new or unusual,and
which information [Link],nonrecurring and need custom-made decision.
Certainty conditions is ideal conditions in deciding problems;these are situations in which a manager can make
precise decisions because the result of all alternatives are known.
Risk or uncertainty conditions a common conditions in deciding a [Link] the decision maker to do
estimates regarding the possible occurrence of certain outcomes that may affect his or her chosen solution to a
problem.
Vertical structure ,according to Bateman and Snell it clears out issues related to authority rights,responsibilities
and reporting relationship.
Horizontal structure refers to a departmentalization of an organization into smaller works unit as task become
increasingly varied and numerous. Horizontal Organization Chart refers to a selection of independent,usually
single-function organizations that work together to produce a product or services
Line departments deal directly with the firm’s primary goods and services;responsible for manufacturing,selling
and providing services for clients.
Staff department’s supporting in line departments by doing research,attending to legal matters.
Functional approach where subdivision formed by specialized activities such as marketing, production and financial
management.
Divisional approach formed based on management of their products, customer or geographic areas covered.
Matrix approach is a hybrid form of departmentalization where managers and staff personnel report to the
superiors.
Network structure is a collection of independent,usually single function organization/companies that work
togethewr in order to produce a product or services.
Organizational design the manner in which a management achieves the right combination of differentiation and
integration of the organization’s operations.
Simple design has few departments,wide spans of control,or big no. of subordinates directly reporting to a
manager;centralized authority figure and very little formalization.
functional design group together similar or related [Link] utilized and put into practices in an entire
organization.
Divisional design is made up of separated business division or units,