1、Chapter Three: Foundations of PlanningTrue/False1.Planning is concerned with defining an organizations goals and objectives and how to integrate and coordinate activities.(True; Easy; p. 88)2.In informal planning, the organizations objectives are rarely verbalized.(True; Moderate; p. 88)3.Planning i

2、s exactly what is needed in order to more effectively manage a chaotic environment.(True; Moderate; p. 89)4.Without planning, there can be no effective control.(True; Moderate; p. 89)5.In informal planning, the organizations objectives are written down and communicated to employees.(False; Moderate;

3、 p. 88)6.Planning minimizes waste and redundancy.(True; Easy; p. 89)7.Uncertainty and change produce a need for more effective planning in todays business environment.(True; Moderate; p. 89)8.Planning can completely replace the need for intuition and creativity.(False; Moderate; p. 89)9.Strategic pl

4、ans describe how an organizations overall objectives are to be achieved.(False; Easy; p. 92)10.Short-term plans describe how an organizations overall objectives are to be achieved.(False; Easy; p. 93)11.Long term plans describe what an organization plans to do within the next two to three years.(Fal

5、se; Easy; p. 93)12.Well-thought out formal plans eliminate the need to rely on intuition and creativity. Apple Computer is a prime example of this concept.(False; Moderate; p. 93)13.Organizations with formal plans will always outperform those organizations without formal plans.(False; Challenging; p

6、. 91)14.Tactical plans form a basis for strategic plans.(False; Challenging; p. 92)15.It appears that specific plans are always preferable to directional, or loosely guided plans, because specific plans have clearly defined objectives.(True; Easy; p. 93)16.Standing plans are flexible plans, with cle

7、arly defined objectives and that leave no room for misinterpretation.(False; Moderate; p. 94)17.The objectives in MBO should be concise statements of financial accomplishments.(False; Easy; p. 94)18.MBO uses goals to control employees.(False; Challenging; p. 94)19. Feedback favorably affects perform

8、ance.(True; Moderate; p. 96)20.An organizations objectives and strategies define its purpose.(False; Moderate; p. 99)21.Identifying the scope of an organizations products or services will force it to define its mission.(False; Challenging; p. 99)22.In order to fulfill the grand strategy, managers wi

9、ll seek to position their units so that they can gain a relative advantage over their competition.(True; Challenging; p. 105)23.Porters three competitive strategies are cost-leadership, price-leadership, and niche.(False; Moderate; p. 105)24.A project is an example of a single-use plan.(True; Modera

10、te; p. 94)25.SWOT analysis determines the primary threats and opportunities an organization faces.(True; Easy; p. 102)26.A SWOT analysis consists of four key steps.(False; Easy; p. 102)27.The grand strategies are growth, differentiation, stability, and combination strategies.(False; Easy; p. 103)28.

11、A differentiation strategy is a strategy that an organization follows when it wants to establish a competitive advantage in a narrow market segment.(False; Challenging; p. 105)29.A combination strategy is a strategy that an organization follows when it wants to be unique in its industry within a bro

12、ad market segment.(False; Challenging; p. 105)30.Reducing the size, scope or number operational units usually in a declining environment is known as reengineering.(False; Challenging; p. 104)31.Reducing the size, scope or number operational units usually in a declining environment is known as a retr

13、enchment strategy.(True; Challenging; p.104)32.How do we overcome the challenge of scanning a global business environment? One way is for management to subscribe to news services that review newspapers and books from around the globe and provide summaries to client companies.(False; Challenging; p.

14、106)33.Strengths that represent unique skills or resources that can determine an organizations competitive edge are called its core competency.(True; Moderate; p. 102)34.A strong culture may act as a significant barrier to acceptance of change.(True; Moderate; p. 102)35.SWOT stands for strengths, we

15、aknesses, opportunities, and threats. The S and W refer to the strengths and weaknesses of the current and future economy.(False; Easy; p. 102)36.The typical growth strategies include direct expansion, new product development, quality improvement, or diversifyingmerging with or acquiring other firms

16、.(True; Moderate; p. 103)37.The evidence suggests organizations should have formal plans.(True; Easy; p. 89)38.Organizations with formal plans will always outperform those organizations without formal plans.(False; Challenging; p. 91)39.Directional plans provide focus, but do not lock managers into

17、specific objectives or specific courses of action.(True; Moderate; p. 93)Multiple Choice Questions40.The _ of RJ Nabisco is “to meet the needs of consumers through innovative marketing and manufacturing of healthful, good-tasting products that contribute to a healthy lifestyle and consumer well-bein

18、g around the world, yielding above-average returns over time and for our shareholders.”a. tactical plan b. missionc. strategic pland. environmental plan(B; Easy; 99)41.Which of the following is not included in the definition of planning?a.Define the organizations objectives or goals.b.Establish an o

19、verall strategy for achieving these objectives or goals.c.Allocate resources and develop a chain of communication.d.Develop a hierarchy of plans to integrate and coordinate activities.(c; Moderate; p. 88)42.When objectives are not written down or rarely verbalized, and the planning is general and la

20、cks continuity, which of the following types of planning is used?a.environmental planningb.economic rmal planningd.formal planning(c; Moderate; p. 88)43.When planning involves specific objectives (covering a period of years) that are then written down and made available to organization

21、 members with specific action programs for achieving the goal, which of the following types of planning was used?a.environmental planningb.economic rmal planningd.formal planning(d; Moderate; p. 88)44.In what order should plans be developed?a. Mission, operational, strategic, and tacti

22、calb. Strategic, tactical, mission, and operationalc. Mission, tactical, strategic, and operationald. Mission, strategic, tactical, and operational (d; Moderate; p. 88) 45._ clarifies the consequences of actions managers might take in response to continual change.a.Controllingb.Organizingc.Leadingd.

23、Planning(d; Moderate; p. 89)46.Which of the following is an argument against formal planning?a.Planning focuses on the future.b.Planning may create rigidity.c.Planning replaces creativity.d.Planning ignores prior successes.(b; Moderate; pp. 89-90)47.Once a plan is established, it should always bea.f

24、ollowed.b.changed.c.flexible.d.long term.(c; Moderate; p. 90)48.The organizational formality of Apple Computer ultimately led toa.a successful organization.b.hampered creativity.c.increased vision.d.increased market share.(b; Challenging; p. 90)49.Which of following is not one of the reasons why man

25、agers should engage in planning as that was stated in the text?a. Planning reduces cost.b. Planning minimizes waste and redundancy.c. Planning provides direction.d. Planning facilitates control.(a; Moderate; p. 89)50.Which of the following is not an argument that has been made against formal plannin

26、g?a. cannot be developed for a dynamic environmentb. cannot replace creativity and intuitionc. takes too much time and staff resourcesd. focuses mostly on todays competition(c; Moderate pp. 89-90)51._ plans specify the details of how an organization or business will achieve its objectives.a. Strateg

27、icb. Tacticalc. Long-termd. Operational(b; Moderate; p. 92)52.Planning cana. provide guidance and direction.b. minimize waste and redundancy.c. provide standards to facilitate control d. All of the above.(d; Moderate; p. 89)53.Successful plans may providea.a false sense of security.b.only success.c.

28、increased awareness of the environment.d.increased awareness of change.(a; Challenging; p. 91)54.In those organizations where formal planning did not lead to higher performance, the culprit was which of the following?petitionb.marketing planc.managementd.environment(d; Moderate; p. 92)55.Plans

29、that apply to the entire organization, establish the organizations overall objectives, and seek to position the organization in terms of its environment are called _ plans.a.operationalb.tacticalc.strategicd.single-use(c; Moderate; p. 92)56._ plans are differentiated by their breadth.a.Directional a

30、nd specificb.Single use and standingc.Strategic and tacticald.Long-term and short-term(c; Moderate; p. 92)57.Which of the following is not a popular way to describe plans?a.breadthb.time framec.specificityd.environmental focus(d; Moderate; p. 92)58._ specify how overall objectives are to be achieved

31、.a.Operational plansb.Tactical plansc.Strategic plansd.Single-use plans(b; Moderate; p. 92)59.Tactical and strategic plans differ in all of the following ways excepta.time frame.b.scope.c.known set of organizational objectives.d.environmental effects.(d; Moderate; p. 92)60.Which of the following is

32、an argument against formal planning?a. Planning focuses on the past.b. Planning may create rigidity.c. Planning cannot replace creativity.d. All of the above.(d; Moderate; p. 91)61.Strategic plans includea.the formulation of objectives.b.financial information.c.participation from all levels.d.benchm

33、arking.(a; Moderate; p. 92)62._ plans have the broadest organizational focus and the longest time frame.a. Tacticalb. Strategicc. Directionald. Operational(b; Moderate; p. 92)63.The greater the uncertainty, the more plans should be of the _ ermediate in lengthd.ri

34、gid(b; Challenging; p. 93)64.When uncertainty is high and management must maintain flexibility, which of the following types of plans are preferable?a.long-term plansb.no plansc.directional plansd.specific plans(c; Moderate; p. 93)65.Which type of plan is used to meet a particular or unique situatio

35、n?a.tactical planb.operational planc.single-use pland.standing plan(c; Easy; p. 94)66._ plans have clearly defined objectives.a.Directionalb.Flexiblec.Specificd.Standing(c; Moderate; p. 93)67.At Quest Diagnostics, a Medical Blood Testing Company, every test must be performed in exactly the same way

36、to meet Federal Health and Regulatory Guidelines. The plans for conducting these tests are called _ plansa. tacticalb. strategicc. standing d. project(c; Moderate; p. 94)68.MBO links objectives at one level to which of the following?a.top managementb.middle managementc.first-line managementd.the nex

37、t level(d; Moderate; p. 95)69.MBO makes objectives _ by devising a process in which they cascade down through the organization.a.operationalb.realisticc.strategicd.directional(a; Easy; p. 94)70.Which of the following is not a step in objective setting?a.Specify deadlines.b.Allow the employee to acti

38、vely participate.c.Link rewards to effort.d.Prioritize goals.(c; Challenging; p. 97)71.When Maria Murdock assists her employees with setting objectives, she establishes specific and challenging goals for each key task. Which of the following would she not advise employees to do?a.Specify the target

39、for the employee to hit.b.Specify the goal when the employee cannot think of anything.c.Specify the deadlines for each goal.d.Identify the level of performance expected of each employee.(b; Moderate; p. 897)72.Each MBO objective must havea.a percentage change specified.b.a concise time period.c.a re

40、ference to quality.d.a specified dollar amount.(b; Moderate; p. 96)73.What types of goals produce higher levels of output?a.goals of moderate difficultyb.generalized goals such as do your bestc.specific, hard goalsd.easy goals(c; Moderate; p. 96)74.MBO advocates participative goal setting. Research

41、comparing participative set and assigned goals on performancea.shows consistently higher performance with participatively set goals.b.shows consistently lower performance with participatively set goals.c.has not shown any strong or consistent relationships.d.has been biased by the researchers.(c; Ch

42、allenging; p. 97)75.Which of the following is not an ingredient in MBO programs?a.goal specificityb.participative decision makingc.performance feedbackd.general time period(d; Moderate; p. 96)76.Managers can overcome the criticisms of management by objectives bya.ensuring that employees have multipl

43、e goals.b.treating MBO as a single-event activity.c.punishing employees who fail to achieve goals.d.rewarding employees for setting easy goals.(a; Moderate; p. 98)77.Managers should treat MBO as an ongoing activity, which means that goals should be regularly reviewed and _.a.rewardedb.scrappedc.upda

44、tedd.delegated(c; Moderate; p. 98)78.The Director of Marketing at Warner Publications sends out a broad, flexible plan that sets out the guidelines and targets for sales every year. This plan is called a _ plan.a. tacticalb. strategicc. directionald. standing(c; Moderate; p. 93)79.A project plan is

45、an example of a(n)_plan.a. tacticalb. operationalc. standingd. single-use(d; Challenging; p. 94)80.Which of the following is not a component of the MBO process? a. Objectives are determined jointly by subordinates and supervisorb. Progress towards objectives is reviewed every three months.c. Employe

46、es are given ratings based on reaching specific targetsd. Rewards are based on progress towards achieving objectives.(c; Challenging; p. 94)81.Which of the following is not one of the steps to follow in setting objectives for employees?a. Encourage active employee participation.b. Link rewards to ac

47、hievement of goals.c. Establish a specific and accurate measurement system.d. Prioritize goals in terms of importance and difficulty.(c; Moderate; p. 97)82.Studies have supported the premise that companies that plan strategicallya.have no better financial measurements than those without plans.b.have

48、 better financial measurements than those without plans.c.have more satisfied employees than those without plans.d.have less satisfied employees than those without plans.(b; Moderate; p. 98)83.Which of the following is a nine-step process that involves strategic planning, implementation, and evaluat

49、ion?a.decision-making processb.strategic management processc.tactical management processd.long-range planning process(b; Moderate; p. 99)84.In which step of the strategic management process does an organization find out what its competition is doing, what legislation is pending, and what customers d

50、esire?a.Step 1: identify the organizations current mission, objectives, and strategies.b.Step 2: analyze the environment.c.Step 3: identify opportunities and threats.d.Step 4: analyze the organizations resources.(b; Moderate; p. 99; Ex. 3-5)85.The owner of a chain of supermarkets sets a goal of open

51、ing up ten new stores in new locations within the next six years. This is a _ plan?a. short-rangeb. standingc. long range d. directional(c; Moderate; p. 98)86.In environmental SWOT analysis, the external organizational position is analyzed according to itsa. strengths and weaknesses.b. opportunities

52、 and weaknesses.c. strengths and threats.d. opportunities and threats.(d; Moderate; p. 102)87.The starting point in strategic management process is usuallya. analyzing current mission, strategies and objectives.b. identifying opportunities and threats.c. conducting an environmental scan.d. identifyi

53、ng opportunities and weaknesses. (a; Moderate; p. 99)88.The importance of environmental scanning (outside of national security agencies) was first recognized by firms in the _ puterd.life insurance(d; Moderate; p. 100)89.A fast growing area of environmental sca

54、nning petitive intelligence.b.human resource planning.c.global positioning.d.demographic analysis.(a; Easy; p. 100)90.In conducting a SWOT analysis, a companys _ are examined by questions about internal resources and skills possessed by the company.a. competenciesb. strengthsc. capabilitiesd. opportunities(b; Moderate; p. 102)91.Krispy Kreme has a distribution network that allows fresh doughnuts to be transported to conv