standing plan
(noun)
A strategy for achieving an objective that can be continually used or modified.
Examples of standing plan in the following topics:
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Overview of Types of Strategic Plans
- The broader overview of strategic plans, as well as the five subgroups within strategic planning, provide businesses with direction.
- Long-range plans are those most closely related to the overall strategic-planning process.
- Standing plans:Standing plans are based on the operations that must be repeated indefinitely within a business or corporation.
- Standing plans govern the processes that occur regularly, providing an overview for consistent activities.
- Single-use plans:As opposed to standing plans, single-use plans cover a specific operation or process that is an outlier to normal operations.
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Bureaucratic Control
- The quality control cycle improves processes through a continuous cycle of planning, doing, checking, and acting.
- PDCA (plan–do–check–act or plan–do–check–adjust) is a four-step management method used in business to control and continuously improve processes and products.
- It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA).
- The added "O" stands for observation or, as some versions say, "Grasp the current condition."
- Do: In this step, a business implements the plan, executes the process, and makes the product.
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Limitations of the Five-Forces View
- Like most models, Porter's Five Forces has advantages and limitations when applied to strategic planning processes.
- Like most models, Porter's Five Forces has advantages and limitations when applied to strategic planning processes; one must understand how it is designed to be used and recognize its limitations.
- As strategic planning involves long-term objectives and the pursuit of adaptability, Porter's model is too static to be relied upon outside of short- to medium-term objectives.
- In short, conclusions should be taken in the context of the broader strategic discussion and not as opposed to a stand-alone recommendation.
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Setting Objectives
- Objectives are the desired results an individual or organization envisions, plans and commits to achieve--key to control and strategy.
- A goal (or objective) is a desired result an individual or organization envisions, plans and commits to achieve—a personal or organizational desired end-point in some sort of assumed development.
- In this model, one can expect to attain short-term goals fairly easily: they stand just slightly above one's reach.
- The goals of one part of the organization should mesh compatibly with those of other parts of the organization and be easily translatable into action plans.
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Starting a Small Business: Business Planning
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Ethics Training
- The ability to think through moral issues and dilemmas, then, requires an awareness of a set of moral and ethical values; the capacity to think objectively and rationally about what may be an emotional issue; the willingness to take a stand for what is right, even in the face of opposition; and the fortitude and resilience to maintain one's ethical and moral standards.
- Perseverance: Perseverance is the ability to decide on a moral plan of action and then to adapt to any barriers that arise in order to continue working toward that goal.
- When a student identified a critical design flaw in the building during a routine class exercise, LeMesseur responded not by shooting the messenger but by developing an intricate and effective plan for correcting the problem before it resulted in drastic real-world consequences.
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Setting Objectives and Standards
- Organizational standards and objectives are important elements in any business plan because they guide managerial decision-making.
- If any of these are not complete or correlative, management must redefine and re-think what the company stands for.
- A goal (or objective) is the desired result that an organization envisions, plans, and makes a commitment to achieve.
- In this model, one can expect to attain short-term goals fairly easily: they stand just slightly out of reach.
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Benefits of Strategic Planning: Focus, Action, Control, Coordination, and Time Management
- In short, planning, if executed properly, should lead to the following benefits:
- This is how planning achieves focus.
- This is alleviated through detail-oriented planning processes.
- Perhaps the most important benefit of developing business and marketing plans is the nature of the planning process itself.
- The plan and the discussions that arise from it provide an agreed context for subsequent management activities, even those not described in the plan itself.
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Human Resource Planning
- Human resource planning serves as a link between human resource management and the overall strategic plan of an organization.
- Competency-based management supports the integration of human resource planning with business planning by allowing organizations to assess the current human resource capacity based on employees' current skills and abilities.
- Corrections are then made as needed to the broader human resource planning process.
- It is a constantly evolving planning process for human resource professionals.
- Organizations gain an advantage by planning the implementation of their people.
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Defining Strategic Planning
- Strategic planning is concerned with defining company goals and determining the resources needed to achieve them.
- Strategic planning is an organization's process of defining its strategy and making decisions on how to allocate resources to pursue that strategy.
- Strategic planning generally deals with at least one of three key questions:
- There are many approaches to strategic planning, but typically one of the following approaches is used.
- Assess the definition of planning in context with strategy and the various planning process approaches