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Principles Of Management > Chapter 4 > Flashcards

Chapter 4 Flashcards

1
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS

formal planning steps

A
  • situational analysis
  • alternative goals and plans
  • goal and plan evaluation
  • goal and plan selection
  • implementation
  • monitor and control
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2
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS

decision making stages

A
  • identifying and diagnosing the problem
  • generating alternative solutions
  • evaluating alternatives
  • making the choice
  • implementing
  • evaluation
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3
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS

situational analysis

A
  • a process planners use, within time and resource constraints to gather, interpret, and summarize all information, relevant to the planning issue under consideration
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4
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS
Formal Planning Steps :
1. Situational analysis

A
  • studies past events, examine’s current conditions, and attempts to forecast future trends
  • will provide information about the planning decisions you need to make
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6
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS
Formal Planning Steps :
2. Alternative Goals and Plans

A
  • based on situational analysis, the planning process should generate alternative goals that may be pursued in the future and the alternative plans that may be used to achieve those goals
  • should stress creativity and encourage managers to think in broad terms about their jobs
  • once a range of alternatives has been developed, the merits of these different plans and goals will be evaluated
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7
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS

goal

A
  • a target or end that management desires to reach
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8
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS

Qualities that goals should have (SMART)

A
  • Specific :
    • when goals are precise, describing particular behaviors and outcomes, employees can more easily determine whether they are working towards their goals
  • Measurable :
    • as much as possible, each goal should quantify the desired results so there is no doubt whether it has been achieved
  • Attainable (but challenging) :
    • employees need to recognize that they can attain goals they are responsible for, or else they are likely to become discouraged. However, they also should feel challenged to work hard and be creative
  • Relevant :
    • each goal should contribute to the organization’s overall mission while being consistent with its values, including ethical standards. Goals are most likely to be relevant to the organization’s overall objectives if they are consistent within and among work groups
  • Time-bound :
    • effective goals specify a target date for completion. Besides knowing what to do, employees should know when they need to deliver results
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9
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS

plan

A
  • actions of means managers intend to use to achieve organizational goals
  • at a minimum, planning should outline alternative actions that may lead to the attainment of each goal, the resources required to reach the goal through those means, and the obstacles that may develop
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10
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS
Formal Planning Steps :
3. Goal and Plan Evaluation

A
  • managers will evaluate the advantages, disadvantages, and potential effects of each alternative goal and plan and either prioritize or eliminate some
  • managers will consider carefully the implications of alternative plans for meeting high-priority goals, in particular, they will pay a great deal of attention to the cost of any initiative and the investment return that is likely to result.
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11
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS

scenario

A
  • a narrative that describes a particular set of future conditions
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11
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS
Formal Planning Steps :
4. Goal and Plan Selection

A
  • once managers have assessed the various goals and plans, they will select the one that is most appropriate and feasible
  • the evaluation will identify the priorities and trade-offs among the goals and plans
  • in some organizations, the alternative generation, evaluation, and selection steps generate planning scenarios
  • a different contingency plan is attached to each scenario, the manager then pursues the goals and implements the plans associated with the most likely scenario, however, the manager will also be prepared to switch to another set of plans if the situation changes and another scenario becomes relevant
  • this approach helps the firm anticipate and manage crises and allows greater flexibility and responsiveness
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12
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS
Formal Planning Steps :
5. Implementation

A
  • once managers have selected goals and plans, they must implement the plans designed to achieve the goals
  • managers and employees must understand the plan, have the resources to implement it, and be motivated to do so
  • including employees in previous steps of planning process pages the way for the implementation phase because they are usually better informed, more committed, and more highly motivated when a goal or plan is one they helped develop
  • successful implementation requires a plan to be linked to other systems in the organization, particularly the budget and reward systems such as commissions, salaries, promotions, bonuses for successful performance
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13
Q

PLANNING AND STRATEGIC MANAGEMENT

strategic planning

A
  • a set of procedures for making decisions about the organization’s long-term goals and strategies, sea also Planning
  • strategic plans have a strong external orientation and cover major portions or the organization
  • senior executives are responsible for the development and execution of the strategic plan, although they do not formulate or implement the entire plan personally
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14
Q

AN OVERVIEW OF PLANNING FUNDAMENTALS
Formal Planning Steps :
6. Monitor and Control

A
  • without it, you will never know whether your plan is succeeding
  • managers must continually monitor the actual performance of their work units against the units’ goals and plans
  • managers also need to develop control systems to measure that performance and allow them to take corrective action when the plans are implemented improperly or when the situation changes
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15
Q

PLANNING AND STRATEGIC MANAGEMENT

strategic goals

A
  • major targets or end results relating to the organization’s long-term survival, value, and growth
  • strategic managers (top level managers) usually establish goals that reflect effectiveness (providing appropriate outputs) and efficiency (a high ratio of outputs to inputs)
  • typical strategic goals include growth, increasing market share, improving profitability, boosting return on investment, fostering both quantity and quality of outputs, increasing productivity, improving customer service, and contributing to society
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16
Q

PLANNING AND STRATEGIC MANAGEMENT

strategy

A
  • a pattern of actions and resource allocations designed to achieve the organization’s goals
  • an effective strategy provides a basis for answering five broad questions about how the organization will meet its objectives :
    1. Where will we be active?
    2. How will we get there (e.g., by increasing sales or acquiring another company)?
    3. How will we win in the marketplace (e.g., by keeping prices low or offering the best service)?
    4. How fast will we move and in what sequence will we make changes?
    5. How will we obtain financial returns (low costs of premium prices)?
  • in setting a strategy, managers try to match the organization’s skills and resources to the opportunities found in the external environment
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17
Q

PLANNING AND STRATEGIC MANAGEMENT

tactical planning

A
  • a set of procedures for translating broad strategic goals and plans into specific goals and plans that are relevant to a distinct portion of the organization, such as a functional area like marketing
  • focuses on the major actions a unit must take to fulfill its part of the strategic plan
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18
Q

STRATEGIC PLANNING

strategic management

A
  • a process that involves managers from all parts of the organization in the formulation and implementation of strategic goals and strategies
  • it integrates strategic planning and management into a single process
  • strategic planning becomes an ongoing activity in which all managers are encouraged to think strategically and focus on long-term, externally oriented issues as well as short-term tactical and operational issues
  • six major components :
    1. Establishment of mission, vision, and goals.
    2. Analysis of external opportunities and threats.
    3. Analysis of internal strengths and weaknesses.
    4. SWOT (strengths, weaknesses, opportunities and threats) analysis and and strategy formulation.
    5. Strategy implementation.
    6. Strategic control.
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19
Q

STRATEGIC PLANNING
Strategic Management Process Steps
1. Establishment of Mission, Vision, and Goals

A
  • first step is establish a mission, a vision, and goals for the organization.
  • ideally, the vision statement clarifies the long-term direction of the company and its strategic statement.
  • most effective vision statements inspire organization members
  • offer a worthwhile target for the entire organization to work together to achieve
  • strategic goals evolve from the mission and vision of the organization
  • the chief executive officer of the organization, with the input and approval of the board of directors, establishes the mission, vision, and major strategic goals
  • where leadership is strong, statements of visions and goals clarify the organization’s purpose to let constituencies outside the organization.
  • also help employees focus their talent, energy, and commitment in pursuit of the organization’s goals.
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20
Q

PLANNING AND STRATEGIC MANAGEMENT

operational planning

A
  • the process of identifying the specific procedures and processes required at lower levels of the organization
  • frontline managers usually focus on routine tasks such as production runs, delivery schedules, and human resources requirements
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21
Q

STRATEGIC PLANNING

strategic vision

A
  • the long-term direction and strategic intent of a company
  • points to the future
  • provides a perspective on where the organization is headed and what it can become
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22
Q

STRATEGIC PLANNING

mission

A
  • an organization’s basic purpose and scope of operations
  • a clear and concise expression of the basic purpose of the organization
  • it describes what the organization does, it’s basic good or service, and it’s values
  • describes the organization as it currently operates
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23
Q

STRATEGIC PLANNING
Strategic Management Process Steps
2. Analysis of External Opportunities and Threats

A
  • successful strategic management depends on an accurate and thorough evaluation of the competitive environment and macro environment.
  • frequently, the difference between an opportunity and a threat depends on how a company positions itself strategically
  • in some environments, it takes an especially creative mind to see opportunities among severe threats.
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24
Q

STRATEGIC PLANNING

stakeholders

A
  • groups and individuals who affect and are affected by the achievement of the organization’s mission, goals, and strategies
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25
Q

STRATEGIC PLANNING
Environmental Analysis :
Industry and Market Analysis

A
  • Industry profile : major product lines and significant market segments in the industry
  • Industry growth : growth rates for the entire industry, growth rates for key market segments, projected changes in patterns of growth, and determinants of growth
  • Industry forces : threat of new industry entrants, threat of substitutes, economic power of buyers, economic power of suppliers, and internal industry rivalry
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26
Q

STRATEGIC PLANNING
Environmental Analysis :
Competitor Analysis

A
  • Competitor profile : major competitors and their market shares
  • Competitor analysis : goals, strategies, strengths, and weaknesses of each major competitor
  • Competitor advantages : the degree to which industry competitors have differentiated their products or services achieved cost leadership
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27
Q

STRATEGIC PLANNING
Environmental Analysis :
Political and Regulatory Analysis

A
  • Legislation and regulatory activities and their effects on the industry
  • Political activity : the level of political activity that organizations and associations within the industry undertake
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28
Q

STRATEGIC PLANNING
Environmental Analysis :
Social Analysis

A
  • Social issues : current and potential social issues and their effects on the industry
  • Social interest groups : consumer, environmental, and similar activist groups that attempt to influence the industry
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29
Q

STRATEGIC PLANNING
Environmental Analysis :
Human Resources Analysis

A
  • Labor issues : key labor needs, shortages, opportunities, and problems confronting the industry
30
Q

STRATEGIC PLANNING
Environmental Analysis :
Macroeconomic Analysis

A
  • Macroeconomic conditions : economic factors that affect supply, demand, growth, competition, and profitability within the industry
31
Q

STRATEGIC PLANNING
Strategic Management Process Steps :
3. Analysis of Internal Strengths and Weaknesses

A
  • internal analysis gives strategic decision makers an inventory of the organization’s existing functions, skills, and resources as well as its overall performance level
  • Financial analysis
    • Examine’s financial strengths and weaknesses through financial statements such as a balance sheet and an income statement and compares trends to historical and industry figures
  • Marketing Audit
    • Examines strengths and weaknesses of major marketing activities and identifies markets, key market segments, and the competitive position (market share) of the organization within key markets
  • Operations Analysis
    • Examines the strengths and weaknesses of the manufacturing, production, or service delivery aspects of the organization
  • Other Internal Resource Analyses
    • Examine, as necessary and appropriate, the strengths and weaknesses of other organizational activities, such as research and development (product and process), management information systems, engineering, and purchasing
  • Human Resources Assessment
    • Examines strengths and weaknesses of all levels of management and employees and focuses on key human resources activities, including recruitment, selection, placement, training, labor (Union) relationships, compensation, promotion, appraisal, quality of work life, and human resources planning
32
Q

STRATEGIC PLANNING
Environmental Analysis :
Technological Analysis

A
  • Technological factors : scientific or technological methods that affect the industry, particularly recent and potential innovations
33
Q

STRATEGIC PLANNING

core capability

A
  • a unique skill and/or knowledge an organization possesses that gives it an edge over competitors
  • when resources are valuable, rare, inimitable, and organized they are considered core capabilities
34
Q

STRATEGIC PLANNING

resources

A
  • inputs to a system that can enhance performance
  • can take many forms, but they tend to fall into two broad categories :
    1. Tangible assets such as real estate, production facilities, raw materials, and so on
    2. Intangible assets such as company reputation, culture, technical knowledge, and patents as well as accumulated learning and experience
  • resources are a source of competitive advantage of the resource is instrumental for creating customer value (increases the benefits customers derive from a good or service relative to the costs they incur; also if they are rare and not equally available to all competitions, if the resources are difficult to imitate, and are organized as well
35
Q

STRATEGIC PLANNING
Strategic Management Process Steps :
4. SWOT Analysis and Strategy Formulation

A
  • once managers have analyzed the external environment and the internal resources of the organization, they will have the information they need to assess the organization’s strengths, weaknesses, opportunities, and threats
  • helps managers summarize the relevant, important facts from their external and internal analyses
  • based on this summary, they can identify the primary and secondary strategic issues their organization faces
  • managers then formulate a strategy that will build on the SWOT analysis to take advantage of available opportunities by capitalizing on the organization’s strengths, neutralizing its weakness, and countering potential threats
36
Q

STRATEGIC PLANNING

corporate strategy

A
  • the set of businesses, markets, or industries in which an organization competes and the distribution of resources among those entities
  • four types :
    1. Concentration
    2. Vertical integration
    3. Concentric diversification
    4. Conglomerate diversification
37
Q

STRATEGIC PLANNING

concentration

A
  • a strategy employed for an organization that operates a single business and competes in a single industry
38
Q

STRATEGIC PLANNING

vertical integration

A
  • the acquisition or development of new businesses that produce parts or components of the organization’s product
  • involves expanding the domain of the organization into supply channels or to distributors
  • used to eliminate uncertainties and reduce costs associated with suppliers or distributors
39
Q

STRATEGIC PLANNING

concentric diversification

A
  • a strategy used to add new businesses that produce related products or are involved in related markets and activities
  • success requires adequate management and other resources for operating more than one business
40
Q

STRATEGIC PLANNING

conglomerate diversification

A
  • a strategy used to add new businesses that produce unrelated products or are involved in unrelated markets and activities
  • typically pursued to minimize risks due to market fluctuations in one industry
41
Q

STRATEGIC PLANNING

business strategy

A
  • the major actions by which a business competes in a particular industry or market
  • a competitive advantage typically results from one or two generic business strategies
42
Q

STRATEGIC PLANNING

SWOT analysis

A
  • a comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategy
  • strengths and weaknesses refer to internal resources
  • opportunities and threats arise in the macro environment and competitive environment
42
Q

STRATEGIC PLANNING

low-cost strategy

A
  • a strategy an organization uses to build competitive advantage by being efficient and offering a standard, no-frills product
  • are often large companies and try to take advantage of economies of scale in production or distribution
  • company must be a cost leader in its industry or market segment
43
Q

STRATEGIC PLANNING

differentiation strategy

A
  • a strategy an organization uses to build competitive advantage by being unique in its industry or marker segment along one or more dimensions
  • is often based on high product quality, excellent marketing and distribution, or superior service
44
Q

STRATEGIC PLANNING

functional strategy

A
  • strategies implemented by each functional area of the organization to support the organization’s business strategy
  • typical functional areas include promotion, human resources, marketing, research and development, finance, and distribution
  • typically developed by functional area executives with input of and approval from the executives responsible for business strategy
  • senior strategic decision makers review the functional strategies to ensure that each major department it operating consistently with the business strategies of the organization
45
Q

STRATEGIC PLANNING
Strategic Management Process Steps :
5. Strategy Implementation

A
  • organizations are adopting a more comprehensive view of implementation including organization structure, technology, human resources, employee reward systems, information systems, organization culture and leadership style must be matched
  • many organizations are extending the more participative strategic management process; managers at all levels are involved with formulating strategy and Identifying and executing ways to implement it
  • involves 4 steps :
    1. Define strategic tasks - articulate in simple language what a particular business must do to create or sustain a competitive advantage. Define strategic tasks to help employees understand how the contribute to the organization, including redefining relationships among the parts of the organization.
    2. Assess organization capabilities - evaluate the organization’s ability to implement the strategic tasks. A task force typically interviews employees and managers to identify specific issues that help or hinder effective implementation. Then the results are summarized for top management.
    3. Develop an implementation agenda - management decides how it will change its own activities and procedures; how critical interdependencies will be managed; what skills and individuals are needed in key roles; and what structures, measures, information, and rewards might ultimately support the needed behavior. A philosophy statement, communicated in terms of value, is the outcome of this process.
    4. Create an implementation plan - the top management team, the employee task force, and others develop the implementation plan, the top management team then monitors progress. The employee task force continues its work by providing feedback about how others in the organization are responding to the changes
  • barriers to implementation : top down or laissez fairs senior management style, unclear strategy and conflicting priorities, an ineffective senior management team, poor verbal communication, poor coordination across functions businesses or,borders, inadequate down the line leadership skills and development
47
Q

STRATEGIC PLANNING
Strategic Management Process Steps :
6. Strategic Control

A
  • system must encourage efficient operations that are consistent with the plan while allowing flexibility to adapt to changing conditions
  • as with all control systems, the organization must develop performance indicators, an information system, and specific mechanisms to monitor progress
  • include a budget to monitor and control major financial expenditures
  • dual responsibilities of a control system - efficiency and flexibility
48
Q

STRATEGIC PLANNING

strategic control system

A
  • a system designed to support managers in evaluating the organization’s progress regarding its strategy and, when discrepancies exist, taking corrective action
49
Q

REVIEW

Summarize the basic steps in any planning progress.

A
  • The planning process begins with a situation analysis of the external and internal forces affecting the organization. This examination helps identify and diagnose issues and problems and may bring to the surface alternative goals and plans for the firm.
  • Next, the advantages get and disadvantages of these goals and plans should be evaluated against one another. Once a set of goals has been selected, implementation involves communicating the plan to employees, allocating resources, and making certain that other systems such as rewards and budgets support the plan.
  • Finally, planning requires instituting control systems to monitor progress toward the goals.
50
Q

REVIEW

Describe how strategic planning should be integrated with tactical and operational planning.

A
  • Strategic planning is different from operational planning in that it involves making long-term decisions about the entire organization.
  • Tactical planning translates broad goals and strategies into specific actions to be taken within parts of the organization.
  • Operational planning identifies the specific short-term procedures and processes required at lower levels of the organization.
51
Q

REVIEW
Identify elements of the external environment and internal resources of the firm to analyze before formulating a strategy.

A
  • Strategic planning is designed to leverage the strengths of a firm while minimizing the effects of its weaknesses. It is difficult to know the potential advantage a firm may have unless external analysis is done well.
  • For example, a company may have a talented marketing department or an efficient production system. However, the organization cannot determine whether these internal characteristics are sources of competitive advantage until it knows something about how well the competitors stack up in these areas.
52
Q

REVIEW

Define core capabilities and explain how they provide the foundation for business strategy.

A
  • A core competence is something a company does especially well relative to its competitors.
  • When this competence, say in engineering or marketing, is in, some area important to market success, it becomes the foundation for developing a competitive advantage.
  • It can provide a sustainable advantages if it is valuable, rare, difficult to imitate, and well organized.
53
Q

REVIEW

Summarize the types of choices available for corporate strategy.

A
  • Corporate strategy identifies the breadth of a firm’s competitive domain.
  • Corporate strategy can be kept narrow, as in concentration strategy, or can move to suppliers and buyers via vertical integration.
  • Corporate strategy also can broaden a firm’s domain via concentric (related) diversification or conglomerate (unrelated) diversification.
54
Q

REVIEW

Discuss how companies can achieve competitive advantages through business strategy.

A
  • Companies gain competitive advantage in two primary ways.
  • They can attempt to be unique by pursuing a differentiation strategy, or they can focus on efficiency and price by pursuing low-cost strategy.
55
Q

REVIEW

Describe the keys to effective strategy implementation.

A
  • Many good plans are doomed to failure because they are not implemented correctly.
  • Strategy must be supported by structure, technology, human resources, rewards, information systems, culture, leadership, and so on.
  • Ultimately, the success of a plan depends on how well employees at low levels are able and willing to implement it.
  • Participative management is one of the more popular approaches executives use to gain employees’ inputs and ensure their commitment to strategy implementation.
56
Q 
QUIZ
In a SWOT analysis, the absence of reliable suppliers would be considered a(n) : 
(A) strength
(B) weakness and a threat
(C) weakness
(D) opportunity
(E) threat
A

ANSWER :

(C) weakness

57
Q 
QUIZ
The planning process is similar to the \_\_\_\_\_\_\_ process in that both have a series of steps hat are typically repeated in a cycle.
(A) strategy-mapping
(B) environmental analysis
(C) goal-setting
(D) decision-making
(E) tactical alignment
A

ANSWER

(D) decision-making

58
Q 
QUIZ
The most effective \_\_\_\_\_\_ statements and noire organization members, offering a worthwhile target for the entire organization to work together.
(A) business definition
(B) financial
(C) vision
(D) quality
(E) orientation
A

ANSWER

(C) vision

59
Q 
QUIZ
A(n) \_\_\_\_\_\_ illustrates the four key drivers of a firm's long-teen success, and shows how goals in each area are linked to others.
(A) PERT chart
(B) decision tree
(C) strategy map
(D) GANTT chart
(E) objective script
A

ANSWER :

(C) strategy map

60
Q 
QUIZ
The strategy an organization uses to build competitive advantage by being unique in its industry or market segment along one or more dimensions is known as a(n) \_\_\_\_\_\_\_ strategy.
(A) differentiation
(B) integrated
(C) functional
(D) low-cost
(E) concentration
A

ANSWER :

(A) differentiation

61
Q 
QUIZ
\_\_\_\_\_\_\_\_ is considered as an activity of the external environment of an organization. Refer to : Table 4.1
(A) Marketing Audit
(B) Human resources assessment
(C) Operations Analysis
(D) Financial analysis
(E) Macroeconomic Analysis
A

ANSWER :

(E) Macroeconomic Analysis

62
Q 
QUIZ
\_\_\_\_\_\_ includes sets of actions to be taken when a company's initial plans have not worked well or if events in the external environment require a sudden change.
(A) Functional plans
(B) Differentiation strategies
(C) Contingency plans
(D) Strategic maps
(E) Business incubators
A

ANSWER :

(C) contingency plans

63
Q

QUIZ
Which if the following takes place after a firm formulates its strategy?
(A) SWOT analysis
(B) Establishment of mission, vision, and goals
(C) Strategy implementation
(D) Analysis of external opportunities and threats
(E) Analysis of internal strengths and weaknesses

A

ANSWER :

(C) Strategy implementation

64
Q

QUIZ
Which if the following is true of operational planning?
(A) It is long-term spanning over three years.
(B) It translates broad strategic goals into specific goals.
(C) It is performed by top level managers.
(D) It identifies specific plans and procedures.
(E) It focuses only on processes required in the higher organizational levels.

A

ANSWER :

(D) It identifies specific plans and procedures.

65
Q 
QUIZ
The planning level with the shortest time horizon is know as \_\_\_ planning.
(A) operational
(B) vertical
(C) managerial
(D) developmental
(E) tactical
A

ANSWER :

(A) operational

66
Q

QUIZ
Benchmarking is the process of assessing how well one company’s basic functions and skills compare with :
(A) stockholder demands
(B) customer expectations
(C) supplier and distributor requirements
(D) those of another company
(E) government standards

A

ANSWER :

(D) those of another company

67
Q 
QUIZ 
A \_\_\_\_ system is a component of the strategic management process designed to support managers in evaluating the organization's progress with its strategy and, when discrepancies exist, taking corrective action.
(A) strategic support
(B) dynamic network
(C) strategic integration
(D) strategic control
(E) span of control
A

ANSWER :

(D) strategic control

68
Q 
QUIZ
Which of the following is one among the six components of the strategic management process?
(A) Skill improvement plan
(B) Stakeholder analysis
(C) Stockholder reporting
(D) SWOT analysis
(E) Technology assessment
A

ANSWER :

(D) SWOT analysis

69
Q

QUIZ
A vertical integration strategy is a strategy :
(A) that involves expanding the domain of the organization into supply channels or to distributors.
(B) used to add new businesses that produce unrelated products or are involved in unrelated markets and activities.
(C) used to add new businesses that produce related products or are involved in related markets and activities.
(D) employed for an organization that operates a single business and competes in a single industry.
(E) an organization uses to build competitive advantage by being unique in its industry or market segment along one or more dimensions.

A

ANSWER :

(A) that involves expanding the domain of the organization into supply,channels or to distributors.

70
Q 
QUIZ
\_\_\_\_\_\_ provides individuals and work units with a clear map to follow in future activities.
(A) A mission statement 
(B) A BCG matrix
(C) Charting
(D) Planning
(E) Staffing
A

ANSWER :

(D) Planning

Principles Of Management (15 decks)

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