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Planning and goal setting are important traits of an organization. It is done at all levels of the organization. Planning includes the plan, the thought process, action, and implementation. Planning gives more power over the future. Planning is deciding in advance what to do, how to do it, when to do it, and who should do it.
San Diego, a comprehensive plan for its improvement, 1908 A City Plan for Austin, Texas, 1928. Comprehensive planning is an ordered process that determines community goals and aspirations in terms of community development. The end product is called a comprehensive plan, [1] also known as a general plan, [2] or master plan. [3]
Strategic planning is a means of administering the formulation and implementation of strategy. Strategic planning is analytical in nature and refers to formalized procedures to produce the data and analyses used as inputs for strategic thinking, which synthesizes the data resulting in the strategy. Strategic planning may also refer to control ...
According to Fayol, management operates through five basic functions: planning, organizing, commanding, coordinating and controlling. Planning: Deciding what needs to happen in the future and generating action plans (deciding in advance). Organizing (or staffing): Making sure the human and nonhuman resources are put into place. [64]
Strategic planning is a process and thus has inputs, activities, outputs and outcomes. This process, like all processes, has constraints. It may be formal or informal and is typically iterative, with feedback loops throughout the process.
Concepts such as top-down planning (as opposed to bottom-up planning) reveal similarities with the systems thinking behind the top-down model.. The subject touches such broad fields as psychology, game theory, communications and information theory, which inform the planning methods that people seek to use and refine; as well as logic and science (i.e. methodological naturalism) which serve as ...
Interpretation refers to the full range of potential activities intended to heighten public awareness and enhance understanding of [a] cultural heritage site [].These can include print and electronic publications, public lectures, on-site and directly related off-site installations, educational programs, community activities, and ongoing research, training, and evaluation of the interpretation ...
Management by objectives (MBO), also known as management by planning (MBP), was first popularized by Peter Drucker in his 1954 book The Practice of Management. [1] Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding how to achieve each objective in sequence.