1. MENTION AND EXPLAIN TYPES OF PLAN BASED ON TIME PERSPECTIVE AND BASED ON PLAN FUNCTIONS.

Types of plan based on :

o Time Perspective :1. Long term = plans with a time frame beyond 3 years. For medium company start from 5 years, for big

company start from 7 years2. Medium term = plans with time frame for 2 – 4 years3. Short Term = plans with time frame for max 1 years

o Plan Function :1. Strategic plans = plans that apply to the entire organization, establish the organization overall goals, and

seek to position the organization in term of its environment ( for about 3 years )2. Operational plan = plans that specify the detail of how the overall goals are to be achieved 3. Contigency plan = plans that used to back ups strategic plan & operational plan, its for unexpected

situation ( plan A plan B )

2. MENTION AND EXPLAIN THE OUTLINE OF A PLANI) Situation review

1. Internal review by a plan / issuer of an adverse benefit determination this includes strength and weakness

2. External review of an adverse benefit determination conducted pursuant to an applicable state external review process

this includes opportunities and threadsII) SWOT Analysis

SWOT analysis is a very technique for understanding your strengths and weakness and for identifying both the opportunities open to you and the threats you face

Strengths : What advantages does your organization have? What do you do better than anyone else? What do people in your market see as your strengths?

Consider your strengths from both an internal perspective and from the point of view of your costumers and people in your market

Think about them in relation to your competitors

Weaknesses :

What could you improve? What are people in your market likely to see as weaknesses?

Opportunities :

What good opportunities can you spot?

Useful opportunities can come from such things as:

Changes in technology Changes in government policy Change in social patterns Local Events

Threats :

What obstacles do you face? What are your competitors doing?

III) Assumptions is a post planning method that helps companies to deal with uncertainty. It’s used to identify the most important assumptions in a company’s business plan.

IV) Objective

A specific result that a person / system aims to achieve within a time frame and with available resources

More specific and easier to measure than goals Basic tools that underlie all planning and strategic activities

V) Strategy a process of defining its strategy / direction and making decisions allocating its resources to pursue this strategy

VI) Program a plan of action aimed at accomplishing a clear business objective with depends on what work is to be done, by whom, when and what means / resources will be used

VII) Budget a plan for you money to help you reach your goals

VIII) Schedule plan / appoint for a certain time / date

3. DRAW PERT DIAGRAM BASED ON THE FOLLOWING INFORMATION:Event Expected Time (Wks) Preceding EventA 7 NoneB 3 AC 5 AD 5 BE 4 B,CF 2 CG 5 E,FH 7 G

4. Which Path is the critical path? Please show your computation to prove it ( from no 3 )

5. PLEASE EXPLAIN ABOUT WORK SPECIALIZATION, DEPARTMENTALIZATION, AND CHAIN OF CONTROL. Work Specialization = dividing work activities into separate job with each step completed by different person Departmentalization

The basis by which jobs are grouped together 5 commons form of departmentalization :

1. Functional departmentalization = grouping jobs by function performed2. Product departmentalization = grouping jobs by products line3. Geographical departmentalization = grouping jobs on the basis of geographical region4. Process departmentalization = grouping jobs on the basis of product of customer flow5. Customer departmentalization = grouping jobs on the basis of specific and unique customers

who common needs Chain of Command :

The line of authority extending from upper organization levels, which clarities who reports to whom Authority = the rights inherent in a managerial position to tell people what to do and expect them to do it Responsibility = the obligation to perform any assigned duties Unity of command = the management principle that each person should report to only 1 manager

6. PLEASE EXPLAIN ABOUT SPAN OF CONTROL, CENTRALIZATION, AND FORMALIZATION Span of control = the number of employees who can be effectively and efficiently supervised by a manager Centralization

The degree to which decision making is concentrated at upper level in the organization This is common in organizations in which top managers make all decisions and lower-level

employees simply carry out those orders Formalization

the degree to which jobs within the organization are standardized the extent to which employee behavior is guided by rules and procedures highly formalized jobs offer little discretion over what is to be done low formalization means fewer constraints on how employees do their work

7. EXPLAIN ABOUT ORGANIC MODEL OF ORGANIZATIONAL DESIGN

Organic organization an organizational design that’s highly adaptive and flexible

Cross – functional teams Cross – hierarchical teams Free flow of information Wide spans of control Decentralization Low formalization

8. EXPLAIN ABOUT MECHANISTIC MODEL OF ORGANIZATIONAL DESIGN

High specialization employees are found to work separately and in their own assigned tasks Rigid departmentalization being complemented by the use of teams that cross over traditional

departmental lines Clear Chain of command the more clear cut the chain of command, the more effective the decision

making process. Companies without a clear chain of command can create an atmosphere of uncertainty and chaos

Narrow spans of control less people under the control of 1 manager. This allows a manager to communicate quickly with the employees under them and control them easily

Centralization the degree to which decision making is concentrated at upper level in the organization High formalization if a job is highly formalized, then the employees have less amount of confession that

what should be done, how it should be done, & when it should be done

9. EXPLAIN ABOUT MANAGERIAL GRID, AND MCGREGOR’S THEORY X AND THEORY Managerial grid

- Appraises leadership styles using 2 dimension :1. Concern for people2. Concern for production

- Places managerial styles in 5 categories :1. Impoverished management2. Task management3. Middle of the road management4. Country club management5. Team management

Theory X The assumptions that employees dislike work, lazy, avoid responsibility must be coerced to perform

Theory Y The assumption that employees are create, enjoy work, seek responsibility, & can exercise self –

direction

10.MENTION AND EXPLAIN ABOUT KURT LEWIN’S THREE LEADERSHIP STYLES, AND MASLOW’S HIERARCHY OF NEED THEORY 3 Leadership Styles :

1. Autocratic style = centralized authority, low participation2. Democratic style = involvement, high participation, feedback3. Laissez Fare style = hands-off management

Maslow’s hierarchy of Need Theory - Physiological needs a person’s needs for food, drink, shelter, sexual satisfaction, and other physical needs- Safety needs a person’s needs for security and protection from physical and emotional harm- Social needs a person’s needs for affection, belongingness, acceptance, and friendship- Esteem needs a person’s needs for internal factors ( self-respect, authority, & achievement) and external

factors ( status, recognition, attention )- Self – actualization needs a person’s need to become what he / she is capable of becoming

11.MENTION AND EXPLAIN TYPES OF CONTROL

- Feed forward Control control the input that takes place before a work is done- Con current Control control that takes while a work activities is in progress- Feedback Control control that takes places after work

12.MENTION AND EXPLAIN CONTROL PROCESS STEPS

1. Measuring actual performance How & What we measure

Source of information :- Personal observation- Statistical reports- Oral reports- Written repots Control criteria

- Employees ( satisfaction, turnover, absenteeism )- Budget ( costs, output, sales )

2. Comparing actual performance against the standard

Determining the degree of variation between actual performance and the standard Range of variation the acceptable parameters of variance between actual performance and the standard

3. Taking action to correct deviations or inadequate standards

Immediate corrective action corrective action that corrects problem at once in order to get performance back on track

Basic corrective action corrective action that looks at how & why performance deviated before correcting the source of deviation

13.MENTION ABOUT BALANCED SCORECARD- A performance measurement tool that examines more than just the financial perspective

- Measures a company performances in 4 areas:1. Financial2. Customer3. Internal processes4. People / innovation / growth assets

14.MENTION ABOUT BENCHMARKING

- Benchmarking = the search for the best practices among competitors or non-competitors that lead to their superior performance

- Benchmark = the standard of excellence to measure and compare against