1. Chapter9Chapter9 GLOSSARYGLOSSARY EXIT Glossary Modern Management, 9 th edition Click on terms for definitions Activities Budget Critical path Events Forecasting Gantt chart Human resource planning Input planning Jury of executive opinion method Level dimension Plan Planning tools Plant facilities planning Policy Procedure Product life cycle Program Program evaluation and review technique (PERT) Repetitiveness dimension Rule Salesforce estimation method Scheduling Scope dimension Single-use plans Site selection Standing plans Time dimension Time series analysis method

2. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Activities and events are the primary elements of a PERT network. Activities are specified sets of behavior within a project. Events are the completions of major project tasks.

3. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A budget is a control tool that outlines how funds in a given period will be spent, as well as how they will be obtained.

4. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A critical path is the sequence of events and activities within a program evaluation and review technique (PERT) network that requires the longest period of time to complete.

5. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Forecasting is a planning tool used to predict future environmental happenings that will influence the operation of the organization.

6. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The Gantt chart is a scheduling tool composed of a bar chart with time on the horizontal axis and the resource to be scheduled on the vertical axis. It is used for scheduling resources.

7. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Human resource planning is input planning that involves obtaining the human resources necessary for the organization to achieve its objectives.

8. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Input planning is the development of proposed action that will furnish sufficient and appropriate organizational resources for reaching established organizational objectives.

9. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The jury of executive opinion method is a method of predicting future sales levels primarily by asking appropriate managers to give their opinions on what will happen to sales in the future.

10. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The level dimension of a plan is the level of the organization at which the plan is aimed.

11. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A plan is a specific action proposed to help the organization achieve its objectives.

12. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Planning tools are techniques managers can use to help develop plans.

13. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Plant facilities planning is input planning that involves developing the type of work facility an organization will need to reach its objectives.

14. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A policy is a standing plan that furnishes broad guidelines for channeling management toward taking action consistent with reaching organizational objectives.

15. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A procedure is a standing plan that outlines a series of related actions that must be taken to accomplish a particular task.

16. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A product life cycle is the five stages through which most products and services pass: introduction, growth, maturity, saturation, and decline.

17. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A program is a single-use plan designed to carry out a special project in an organization that, if accomplished, will contribute to the organization’s long-term success.

18. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The program evaluation and review technique (PERT) is a scheduling tool that is essentially a network of project activities showing estimates of time necessary to complete each activity and the sequence of activities that must be followed to complete the project.

19. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The repetitiveness dimension of a plan is the extent to which the plan is to be used over and over again.

20. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary A rule is a standing plan that designates specific required action.

21. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The salesforce estimation method predicts future sales levels primarily by asking appropriate salespeople for their opinions of what will happen to sales in the future.

22. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Scheduling is the process of formulating a detailed listing of activities that must be accomplished to attain an objective, allocating the resources necessary to attain the objective, and setting up and following timetables for completing the objective.

23. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The scope dimension of a plan is the portion of the total management system at which the plan is aimed.

24. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Single-use plans are plans that are used only once—or, at most, several times— because they focus on unique or rare situations within the organization.

25. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Site selection involves determining where a plant facility should be located. It may use a weighting process to compare site differences.

26. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Standing plans are plans that are used over and over because they focus on organizational situations that occur repeatedly.

27. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The time dimension of a plan is the length of time the plan covers.

28. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The time series analysis method is a method of predicting future sales levels by analyzing the historical relationship in an organization between sales and time.