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| a desired future state that the organization attempts to realize |
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| a blueprint specifying the resource allocations, schedules, and other actions necessary for attaining goals |
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| the act of determining the organization’s goals and the means for achieving them |
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| the organization’s reason for existence |
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| a broadly stated definition of the organization’s basic business scope and operations that distinguishes it from similar types of organizations |
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| broad statements of where the organization wants to be in the future; they pertain to the organization as a whole rather than to specific divisions or departments |
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| the action steps by which an organization intends to attain strategic goals |
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| goals that define the outcomes that major divisions and departments must achieve for the organization to reach its overall goals |
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| plans designed to help execute major strategic plans and to accomplish a specific part of the company’s strategy |
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| specific, measurable results expected from departments, work groups, and individuals within the organization |
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| plans developed at the organization’s lower levels that specify action steps toward achieving operational goals and that support tactical planning activities |
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| Management by objectives (MBO) |
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| a method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance |
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| plans that are developed to achieve a set of goals that are unlikely to be repeated in the future |
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| ongoing plans that are used to provide guidance for tasks performed repeatedly within the organization |
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| plans that define company responses to specific situations, such as emergencies, setbacks, or unexpected conditions |
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| looking at trends and discontinuities and imagining possible alternative futures to build a framework within which unexpected future events can be managed |
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| Crisis management plan (CMP) |
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| a detailed, written plan that specifies the steps to be taken, and by whom, if a crisis arises |
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| evolutionary planning that responds to the current reality of what the environment and the marketplace demand |
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| a group of managers and employees who develop a strategic plan |
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| a specific type of planning in for-profit business organizations; typically pertains to competitive actions in the marketplace |
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| plan of action that describes resource allocation and activities for dealing with the environment, achieving a competitive advantage, and attaining the organization’s goals |
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| what sets the organization apart from others and provides it with a distinctive edge for meeting customer needs in the marketplace |
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| something the organization does especially well in comparison to its competitors |
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| a joint effect that is greater than the sum of the parts acting alone |
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| the combination of benefits received and costs paid |
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| the planning and decision making that lead to establishment of the firm’s goals and development of a specific strategic plan |
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| the use of managerial and organizational tools to direct resources toward accomplishing strategic results |
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| an evaluation that typically includes a search for SWOT – strengths, weaknesses, opportunities, and threats – that affect organizational performance |
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| an attempt to distinguish the firm’s products or services from others in the industry |
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| an aggressive attempt to seek efficient facilities, pursue cost reductions, and use tight cost controls to produce products more efficiently than competitors |
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| concentration on a specific regional market or buyer group |
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| cooperating with other firms rather than competing with them |
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| separate entities created with two or more active firms as sponsors, and the organizations share the associated risks and costs |
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| the ability to influence people to adopt the new behaviors needed for strategy implementation |
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