Planning, organising, monotoring and evaluating and repoting
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Routine
Decisions that need to be taken regularly, and are usually a common part of a managers’ duties. E.g. Sorting out staff working patterns, ordering stock, appointing staff
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Non-routine
Decisions that occur irregularly and may be needed because of an unexpected event or emergency. E.g. The June floods meant managers had to decide whether to open or close, how to help staff and when to begin trading again.
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Tactical
Decisions that are based on short term factors, usually taken by middle managers. E.g. Reducing the price of a product in the short term if sales are low.
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Strategic
Decisions that have long term implications, often for the entire business, so therefore are made by senior managers. E.g. Moving production from a UK factory to China.
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Proactive
Decisions that are taken in advance of an event. Managers at all levels can make proactive decisions. E.g. Managers may decide to keep some money from the budget back for emergencies.
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Reactive
Decisions that are taken when businesses respond to events rather than trying to shape or predict them. E.g. Mobile phone manufacturers will now try to come up with a rival for the Apple iPhone, instead of being proactive and inventing one first like
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Critical Path Analysis
CPA is a method of calculating the quickest and best way of completing a complex project.
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Other cards in this set
Card 2
Front
Routine
Back
Decisions that need to be taken regularly, and are usually a common part of a managers’ duties. E.g. Sorting out staff working patterns, ordering stock, appointing staff
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