standing plan

Examples of standing plan in the following topics:

• 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.

• 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.

• Planning and Decisions

  • In the short run, planning is easy to postpone.
  • Companies often use SWOT analysis when planning.
  • Objectives: Ideas that refine the mission and address key issues within the organization such as market standing, innovation, productivity, physical and financial resources, profitability, management, and worker performance and efficiency.
  • A budget is an example of a financial plan that formalizes strategic plans in monetary terms.
  • Regardless of the level of planning, plans must be re-examined regularly in the light of changing conditions and circumstances.

• Controlling the Behaviors of Group Members

  • The invasion plan was initiated by the Eisenhower administration, but when the Kennedy White House took over, it "uncritically accepted" the CIA's plan.
  • The invasion plan was initiated by the Eisenhower administration, but when the Kennedy White House took over, it "uncritically accepted" the CIA's plan.
  • At times, however, individual members of the party may waver on where they stand on smaller subjects.
  • As a result, each individual in the political party leaves more energized and steadfast on where the party as a whole stands with regards to all subjects and behind all candidates, even if they were wavering on where they stood before hand.
  • The invasion plan was initiated by the Eisenhower administration, but when the Kennedy White House took over, it "uncritically accepted" the CIA's plan.

• Temple Architecture in the Greek Orientalizing Period

  • Temples of the Greek Orientalizing period consisted of simple plans and sculpture influenced by styles from Egypt and the Near East.
  • Its plan was similar to the anta design with a third column in the center in front of the doorway.
  • Like free-standing sculptures of the time, the hairstyle of the riders is plaited in a somewhat Egyptian style.
  • Its frieze consisted of six stylized panthers standing in high relief.
  • Early anta-planned temples consisted of a portico (pronaos) and an inner chamber (naos/cella) atop a simple platform.

• The Chora Church in Constantinople

  • The Chora Church that stands today is the result of its third stage of construction.
  • Christ, in gold, stands behind the Virgin surrounded by a mandorla and holds an infant, representing the Virgin's soul.
  • Christ stands in the center grasping the wrists of Adam and Eve, whom he raises from their sarcophagi.
  • Christ, standing over a bound Satan, wears a white robe and is framed by a white and light blue mandorla.
  • Christ stands in an active, chiastic position.

• 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.

• 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.

• Risks Involved in Capital Budgeting

  • Capital budgeting (or investment appraisal) is the planning process used to determine whether an organization's long term investments, such as new machinery, replacement machinery, new plants, new products, and research development projects are worth pursuing.
  • When taking on this planning process, managers must take into account the potential risks of the investment not panning out the way they plan for it to, for any number of reasons.
  • Each of these risks addresses an area in which some sort of volatility could forcibly alter the plan of firm managers.

• The Temple of Athena Nike

  • The Temple of Athena Nike stands on the parapet of the Acropolis, to the southwest and to the right of the Propylaea.
  • In this scene Nike is portrayed standing on one leg as she bends over a raised foot and knee to adjust her sandal.