| A | B |
|---|
| tactical planning | the process of developing detailed, short term statements about what is to be done, who is to do it, and how it is to be done |
| strategic planning | the process of determining the major goals of the organization and the policies and strategies for obtaining and using resources to achieve those goals |
| operational planning | the process of setting work standards and schedules necessary to implement the company's tactical objectives |
| contingency planning | the process of preparing alternative courses of action that may be used if the primary plans don't achieve the organizations objectives |
| decision making | choosing among two or more alternatives |
| problem solving | the process of solving the everyday problems that occur. problem solving is less formal than decision making and usually calls for quicker action |
| brainstorming | coming up with as many solutions to a problem as possible in a short period of time with no censoring of ideas |
| PMI | Pluses, Minuses, Implications; listing all the pluses for a solution in one column, all the minuses in another, and the implications in a third column |
| organization chart | a visual device that shows relationships among people and divides the organizatins work; it shows who is accountable for the completion of specific work and who reports to whom |
| top management | highest level of management, consisting of the president and other key company executives who develop strategic plans |
| middle management | the level of management that includes general managers, dividsion managers, and branch and plant managers who are responsible for tactical planning and controlling |
| supervisory management | managers who are directly responsible for supervising workers and evaluating their daily performance |
