questions - 50. Regulation Taxation Econ policies Subsidies...

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50. Regulation Taxation Econ policies Subsidies 51. shadow bureaucracy – for every depmt in org, federal agency overlooking it Regulations – cost AND opportunity to do business TAX INCRIMENTAL FINANCING – SUBSIDY Taxes iencourge and discourage business Subsidies always encourage business Competition Econ policies **SHADOW BUREAUCRACY** **TIF** LOBBYING, DIRECT POLITICAL ACTION, illegal activity – 52 53 – direct political action formed by employees and stockholders in comp… make donations to PAC, then pac makes dontation to campaign – direct limit to pac 5000… indirect limit – none aka “soft money” **PAC** 54 if society doesn’t see u as legit, they’ll boycott or get gov involve How does business influence society? Give custoimers what they want when they want it, give back to society, etc 55 foreign comp in domestic mktpl = threat 56. gathering info about changes and trends in environment, trying to identify threats and oppurtunities. E.s. to prepare for threats & oppurtunities – we SCAN so we can PLAN… related 57 fundamental – astablist & acheieve goals, defensive – avoid threats, offensive – exploit oppurtunties 58 planning is important bc can help achieve success. Provides sense of unity in org. helps you cope with change. Helps develop managerial town 59 bc have to do organizing, controlling, busy stuff, etc. bc won’t know if successful for 6months or a yr. bc not rewarding, they don’t evaluate me on it. Bc they didn’t train me in it, no resources in it.
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60 live it. Love it. Learn it***** tendency for day to day problems to overshadow big problems. Do managers want to plan? Yes but have misplaced priorities (focus on day to day rather than planning). Should take the planning stuff first. 61. bad luck. External control (not my fault. . blah blah) 62. establish objectives (deals with development of plan - conceptual). Develop premises (development – conceptual skills). Decision making (development – conceptual). Implimenting course of action (human skills). Evaluating results (human skills). Forecasting? #2 Feeback? #5 64. **SMART GOALS** s-specific m-measurable a-achievable (yet challenging) r-relevant areas/ important areas t-trackable(controlling) 80% of results on job come from 20% of the job **perito’s rule** 65.develop multiple forecasts. C.p. – not all the plans are implemented… only use in rapidly changing environment 66. effective implementation of plan - got to have resources necessary. The people, materials, finances (tied to budgetary system). Clear communication of plan. Motivate people (WYFI – what’s in it for me?) 68want people to be able to change plan & change it quickly. The more commited you are, the less flexible you are to change the plan. 69. 1-top mngrs delegate planning function to middle level mngrs. (signals to everyone that its
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This note was uploaded on 10/07/2011 for the course MGT 3200 taught by Professor Sauley during the Fall '06 term at LSU.

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questions - 50. Regulation Taxation Econ policies Subsidies...

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