Помогите, срочно нужно перевести. Только не через интернет переводчик, а нормальный перевод! :* Long-term…
Помогите, срочно нужно перевести. Только не через интернет переводчик, а нормальный перевод! :*
Long-term plans
Plans may be long-term or short-term, depending upon the time period they are designed to cover. How long a period the long-term’ plans should cover depends very much on the type of business organisation concerned and the nature of its objectives. ln some (such as small retail shops), it may be as little as a year or even less; in others (such as oil exploratiоn enterprises) it may be as long as twenty or thirty years.
Long term plans are mainly concerned with the main broad objectives which a business or a department hopes ultimately to achieve. These plans take the form of either strategic or tactical plans.
Strategic plans are concerned with what objectives an organisation should try to achieve. They are primarily the responsibility of top management.
Tactical plans deal with how they should be achieved. They are prepared in much more detail and are usually the responsibility of senior management.
Short-term plans
These are concerned with the specific activities necessary to achieve the long-term aims. They are usually `operational’ plans prepared by departmental managers and senior supervisors. They set out in detail, for each department, the working plans for the immediate future.
If the directions issued by management are to be effective, there must be a proper communication system within the organisation since, obviously,
the orders must reach those who are to carry them out. It is equally important that there should be an effective `reporting back’ system –communication is a two-way issue.
Decision-making is a characteristic of management at all Ievels. The more important the matter is, the higher up the management ladder the decision is made. In large organisations – particularly in the public sector –it is often difficult to identify exactly where decisions are made . The point at which they are apparently made is often different from the point at which they are actually made.
The Work of Management
In planning, managers outline the steps required in moving the organization toward the objectives. These plans are both long and short term in nature.
In organizing, managers decide how best to put together the organizations’ human and other resources in such a way as to carry out most effectively established plans. In directing, managers oversee day-to-day activities and keep the organization functioning smoothly. In effect, directing is the part of the managers’ work that deals largely with the routine.
In carrying out the control function, managers take those steps necessary to take that each part of the organization is following the plan that was outlined for it at the planning stage. To do this, managers study the accounting and other reports coming to them and compare these reports against the plans set earlier. The accounting and other reports coming to management are called feedback. Feedback is a key to the effective management of any organization.
In decision making, managers attempt to make rational choices among alternatives. Decision making is an inseparable part of the other functions already discussed. Planning, organizing and directing, and controlling all ensure the decisions to be made. All decisions are based on information. The quality of management’s decisions will be a reflection of the quality of the accounting and other information that it receives.