MGT 300 1st Edition Lecture 6 Outline of Current Lecture II. Types of Plans III. Smart goalsIV. Planning and control cycleCurrent LectureTypes of Plans- Standing plans o plans developed for activities that occur repeatedly over a period of timeo consist of policies, procedures, and rules.- Single-use planso plans developed for activities that are not likely to be repeated in the futureo Consist of programs and projectsSMART GOALS• Specific: Goals should be stated in specific rather than vague terms. Thegoal that “As many planes as possible should arrive on time” is too general.The goal that “Ninety percent of planes should arrive within 15 minutesof the scheduled arrival time” is specific.• Measurable: Whenever possible, goals should be measurable, or quantifiable(as in “90% of planes should arrive within 15 minutes . . .”). That is,there should be some way to measure the degree to which a goal has beenreached.Of course, some goals—such as those concerned with improvingquality—are not precisely quantifiable. In that case, something on theThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.order of “Improve the quality of customer relations by instituting 10 follow-uptelephone calls every week” will do. You can certainly quantify howmany follow-up phone calls were made.• Attainable: Goals should be challenging, of course, but above all theyshould be realistic and attainable. It may be best to set goals that are quiteambitious so as to challenge people to meet high standards. Always, however,the goals should be achievable within the scope of the time, equipment,and financial support available. (See Figure 5.4 . )If too easy (as in “half the flights should arrive on time”), goalswon’t impel people to make much effort. If impossible (“all flights mustarrive on time, regardless of weather”), employees won’t even bothertrying. Or they will try and continually fail, which will end up hurtingmorale.• Results-oriented: Only a few goals should be chosen—say, five for anywork unit. And they should be results-oriented —they should support theorganization’s vision.In writing out the goals, start with the word “To” and follow itwith action-oriented verbs—“complete,” “acquire,” “increase” (“to decreaseby 10% the time to get passengers settled in their seats beforedeparture”).Some verbs should not be used in your goal statement because theyimply activities—the tactics used to accomplish goals (such as having baggagehandlers waiting). For example, you should not use “to develop,” “toconduct,” “to implement.”• Target dates: Goals should specify the target dates or deadline dates whenthey are to be attained. For example, it’s unrealistic to expect an airline toimprove its on-time arrivals by 10% overnight. However, you could set atarget date—3 to 6 months away, say—by which this goal is to be achieved.That allows enough time for lower-level managers and employees torevamp their systems and work habits and gives them a clear time framein which they know what they are expected to do.***THE PLANNING/CONTROL CYCLE1. Make the plan2. Carry out the plan3. Control the direction by comparing results with the plan4. Control the direction by taking corrective action in two ways• Correcting deviations• Improving future