Chapter Three: Foundations of Planning
Multiple Choice Questions
1.Which of the following is not included in the definition of planning?
a.Define the organization’s objectives or goals.
b.Establish an overall strategy for achieving the objectives or goals.
c.Allocate resources and develop a chain of communication.
d.Develop a hierarchy of plans to integrate and coordinate activities.
2.Which of the following is an argument against formal planning?
a.Planning focus on the future.
b.Planning may create rigidity.
c.Planning replaces creativity.
d.Planning ignores prior success.
3.Which of following is not one of the reasons why managers 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.
火龙浴
d. Planning facilitates control.
4.Plans that determine specific details about organizational objectives that are
to be achieved are called
a. strategic plans.
b. tactical plans.
c. long-term plans.
d. detailed plans.
5.Successful plans may provide
a. a fal n of curity.
c.incread awareness of the environment.
d.incread awareness of chang
e.
6.Which of the following statements is MOST accurate?
a.Many studies confirm the positive relationship between planning and
performance.
b.All organizations that plan extensively outperform tho that plan less
formally.
c.All organizations that plan outperform tho that do not.
d.Many studies confirm that planning does not lead to greater performance
becau labor unions are weak.
7._____ plans are differentiated by their breadth.
a.Directional and specific
b.Single u and standing
c.Strategic and tactical
d.Long-term and short-term
8.Which of the following is not a popular way to describe plans?
a.breadth
b.time frame
c.specificity
d.length
9.Tactical and strategic plans differ in all of the following ways except
Chapter 3 – Foundations of Planning
a.time frame.
b.scope.
c.known t of organizational objectives.
10.The greater the uncertainty, the more plans should be of the _____ variety.
a.long-term
b.short-term
c.intermediate in length
d.rigid
11.When uncertainty is high and management must maintain flexibility, which of
the following types of plans are preferable?
a.long-term plans
< plans
c.directional plans
d.specific plans拍手歌教学设计
12.Which type of plan is ud to meet a particular or unique situation?
a.tactical plan
b.operational plan
c.single-u plan
d.standing plan
13.Which of the following is not a step in objective tting?
a.Specify deadlines.
b.Allow the employee to actively participate.
c.Link rewards to effort.
d.Prioritize goals.
14.Each MBO objective must have
a. a percentage change specified.
b. a conci time period.
c. a reference to quality.
d. a specified dollar amount.
15.MBO advocates participative goal tting. Rearch comparing participative
t and assigned goals on performance
a.shows consistently higher performance with participatively t goals.
b.shows consistently lower performance with participatively t goals.
c.has not shown any strong or consistent relationships.
d.has been biad by the rearchers.
16.Which of the following is not an ingredient in MBO programs?
b.participative decision making
c.performance feedback
17.According to the philosophy of MBO,
a.Feedback occurs at the annual performance review
b.Goals follow a top-down approach
c.Goals typically are broad, general statements of intent
d.Constant feedback is provided
18.MBO assists in answering "What's in it for me as an employee" by
a.Linking rewards to goal attainment
b.Identifying employees' key job tasks
c.Allowing employees to participate actively
Part II - Planning
d.Prioritizing goals
19.Managers can overcome the criticisms of management by objectives by
c.punishing employees who fail to achieve goals.
20.Which of the following is not a component of the MBO process?
a. Objectives are determined jointly by subordinates and supervisor
b. Progress towards objectives is reviewed every three months.
c. Employees are given ratings bad on reaching specific targets
d. Rewards are bad on progress towards achieving objectives.
请假理由学生21.Which of the following is a nine-step process that involves strategic planning,
implementation, and evaluation?
a.decision-making process
b.strategic management process
c.tactical management process
d.long-range planning process
22.In environmental SWOT analysis, the external organizational position is
analyzed according to its
a. strengths and weakness.
b. opportunities and weakness.
c. strengths and threats.
d. opportunities and threats.
23.The starting point in strategic management process is usually
a. analyzing current mission, strategies and objectives.
b. identifying opportunities and threats.
c. conducting an environmental scan.
d. identifying opportunities and weakness.
24.After analyzing and learning about the environment, management needs to
evaluate opportunities and threats. Opportunities are
a.internal resources.
b.unmet needs.
c.positive external environmental factors.
d.internal competitive strategies.
25.Which of the following is NOT a grand strategy that an organization can u
for defining its all-encompassing focus?
a.Stability strategy
b.Market gain strategy
c.Growth strategy
d.Combination strategy
26.Tim's Company is analyzing the technology that allows it to produce wireless
communication equipment for less money. This technological breakthrough for Tim's Company is which of the following?
a.strength
b.weakness
c.opportunity
d.threat
27.SWOT analysis
a.Matches the organization's competencies with its environmental forces
b.Sometimes involves industrial espionage tactics
Chapter 3 – Foundations of Planning
c.Occurs during the mission statement formulation
誊写的意思d.Is most uful for helping an organization sustain its competitive
28.The type of organizational strategy that emphasized increasing market share
or the level of an organization's operations is called
a.Stability Strategy
b.Combination strategy
c.Market gain strategy
d.None of the above
29.When Northwest Airlines began rving its own in-flight meals, which of the
following strategies was it pursuing?
b.stability
30.Larry's Company is in the process of buying a smaller competitor and
incorporating that company's resources into his business. This is an example of which of the following types of strategies?
<
b.stability
d.acquisition
31.Strategy formulation involves__________.
a.developing and evaluating a t of alternative strategies
b.evaluating a t of alternative strategies and lecting the best for each
level
c.lecting a strategy that will increa the level of operations
32.Susan's Ceramics is expanding the size of its unfinished products while
decreasing the amount of firing and finishing of products it does. This is known as which of the following strategies?
b.stability
33. A company states that its product is reliable, even to the extent of never
needing a rvice call, such as Maytag, is practicing which of the following competitive strategies?
b.differentiation strategy
c.focus strategy
34.Lila's Luscious Lips produces a cherry flavored lipstick and is targeting the
"teen" girl who is between 12 and 14 years old. The strategy pursued is
b differentiation.
c.focus.
35.The premi behind _____ is to design in quality as the product is being
made.
怎样煮羊肉a.six sigma
b.TQM
Part II - Planning
d.benchmarking
36. A large discount store, like Wal-Mart, who primary goal is to have the lowest
prices in the industry, is using which of the following strategies to maintain a competitive advantage?
蹬自行车
b.differentiation strategy
c.focus strategy
37.According to Michael Porter, the goal of the focus strategy is to
b.ek competitive advantages in large market gments.
c.u technological innovation to target customers more accurately.
d.bring suppliers and distributors together and combine efforts.
38.Who determines employee goals in MBO?当一阵风吹来
b.managers
c.managers and employees
d.managers and the CEO
39.The basic idea in _____ is that management can improve quality by analyzing
and copying the methods of the leaders in the field.
b.benchmarking
c.TQM
d.six sigma
40.Which of the following is not a competitive strategy that a business may u in
order to gain a distinct advantage, according to Michael Porter
c.focus
d.differentiation
