MGMT test 2

. _____ specify future ends and _____ specify today's means. a. Goals; plans b. Plans; goals c. Planning; organizing d. Ideas; behaviors e. Mission; vision

a

Sherry is a first-line supervisor at Rooftop Corporation. She is most concerned with which level of goals? a. Operational goals b. Tactical plans c. Strategic goals d. Mission statement e. Vision

a

The official goals of the organization are best represented by the _____. a. strategic goals b. tactical goals c. operational goals d. competitive goals e. none of these

a

The planning process starts with: a. a formal mission that defines the organization's purpose. b. tactical planning. c. strategic planning. d. operational planning. e. controlling performance.

a

We respect our employees and value their diversity" is an example of a statement you are most likely to find in the organization's _____. a. mission b. strategic goals c. tactical goals d. strategic plans e. tactical plans

a

Which of the following refer to specific results expected from individuals? a. Operational goals b. Tactical goals c. Strategic goals d. Operational plans e. Mission statements

a

Which of these is lacking in the goal "profits should be increased in the coming year?" a. Specific and measurable b. Challenging but realistic c. Covers key result areas d. Defined time period e. None of these

a

Which of these is(are) primarily concerned with tactical goals/plans? a. Middle management b. Board of directors c. Consultants d. Senior management e. Lower management

a

_____ is the final step in the MBO process. a. Appraise overall performance b. Develop an action plan c. Review progress d. Set goals e. Conduct periodic checkups

a

_____ is the first step in the MBO process. a. Setting goals b. Developing action plans c. Appraising overall performance d. Reviewing progress e. None of these

a

_____ refers to a broadly stated definition of the organization's basic business scope and operations that distinguishes it from similar types of organizations. a. Mission statement b. Goal statement c. Management by objective d. Goal setting e. Corporate competitive-value statement

a

A blueprint specifying the resource allocations schedules, and other actions necessary for attaining goals is referred to as a(n) _____. a. goal b. plan c. mission d. vision e. objective

b

All of the following are characteristics of effective goal setting except: a. goals should be challenging but not unreasonably difficult. b. goals should be set for every aspect of employee behavior. c. specific and measurable. d. cover key results area. e. linked to rewards.

b

Goals that define the outcomes that major divisions and departments must achieve in order for the organization to reach its overall goals is called: a. strategic goals. b. tactical goals. c. operational goals. d. a mission. e. a plan.

b

In developing a strategy map for her interior design business, Carla has decided to promote employee development by providing online training tools. This involves goals in which strategy map category? a. Financial performance goals b. Learning and growth goals c. Internal business process goals d. Customer service goals e. Supply chain goals

b

Managers use _____ to direct employees and resources toward achieving specific outcomes that enable the organization to perform efficiently and effectively. a. strategic goals b. operational goals c. growth goals d. financial results e. internal business process goals

b

No food and/or drinks in the classroom" is an example of a _____. a. procedure b. rule c. policy d. single-use plan e. project

b

One major limitation of goals and plans is: a. goals and plans guide resource allocation. b. goals and plans may cause rigidity in a turbulent environment. c. goals and plans decrease employee motivation. d. goals and plans decrease employee commitment. e. none of the above.

b

Sarah is a middle manager at Style Sneakers Corporation. She is most likely responsible for the achievement of _____ goals. a. operational b. tactical c. strategic d. lower-level e. top-level

b

Standing plans: a. are developed to achieve a set of goals that are unlikely to be repeated in the future. b. are used to provide guidance for tasks performed repeatedly within the organization. c. define company responses to specific situations, such as emergencies or setbacks. d. are the most important in the organizations. e. are none of these.

b

The planning process begins with which of these? a. The development of operational goals b. The development of a mission statement c. Communication of goals to the rest of the organization d. A company-wide meeting e. Brainstorming

b

The traditional approach to corporate planning was to: a. have a decentralized planning staff. b. have a centralized planning department. c. set up a planning task force. d. set up planning committees. e. use TQM approach.

b

Which of the following is NOT a tool for executing a plan? a. Management by objectives b. Operations map c. Performance dashboards d. Single use plans e. Decentralized responsibility

b

Which of these is a method of management whereby managers and employees define goals for every department, project, and person and use them to monitor subsequent performance? a. Organizational planning b. Management by objectives c. Goal setting d. Mission development e. Vision development

b

_____ are reasonable yet highly ambitious goals that are so clear, compelling, and imaginative that they fire up employees and engender excellence. a. Operational goals b. Stretch goals c. Strategic goals d. Tactical goals e. Bottom-up goals

b

_____ define boundaries within which to make a decision. a. Programs b. Policies c. Rules d. Procedures e. Projects

b

. "We seek to become the premier business school in the west" is an example of a statement you are most likely to find in the organization's _____. a. tactical goals b. operational goals c. mission d. tactical plans e. operational plans

c

A long-term time frame is most closely associated with: a. operational plans. b. tactical plans. c. strategic plans. d. mission plans. e. tactical goals.

c

An example of a _____ is a statement supporting the organization's efforts in the area of sexual harassment. a. procedure b. rule c. policy d. single-use plan e. program

c

Contingency plans are also referred to as: a. standing plans. b. rules. c. scenarios. d. procedures. e. operationally tactical plans.

c

In using MBO, objectives should be set by the: a. supervisor. b. employee. c. supervisor and the employee jointly. d. accounting department. e. top management.

c

The organization's reason for existence is known as the organization's _____. a. value b. vision c. mission d. goal e. service

c

The two stages of crisis planning include: a. prevention and control. b. planning and leading. c. prevention and preparation. d. preparation and control. e. leading and organizing.

c

Which of the following is a visual representation of the key drivers of an organization's success, showing the cause-and-effect relationships among goals and plans? a. Operational plan b. Gantt chart c. Strategy map d. SWOT analysis e. Strategic plan

c

Which of the following represent plans developed at the organization's lower levels that specify action steps toward achieving operational goals and that support tactical planning activities? a. Tactical plans b. Strategic plans c. Operational plans d. Supervisory plans e. Organizational plans

c

Which type of plan helps managers implement the overall strategic plan? a. Operational b. Contingency c. Tactical d. Crisis e. Corporate-level

c

_____ are the broad statements of where the organization wants to be in the future. a. Operational goals b. Tactical goals c. Strategic goals d. Operational goals e. Tactical plans

c

_____ is the act of determining the organization's goals and the means for achieving them. a. Brainstorming b. Organizing c. Planning d. Developing a mission e. A blueprint

c

_____ refers to a desired future state that an organization attempts to realize. a. Plan b. Vision statement c. Goal d. Mission statement e. Idea

c

. _____ goals lead to the attainment of _____ goals, which in turn lead to the attainment of _____ goals. a. Operational; strategic; tactical b. Tactical; operational; strategic c. Strategic; tactical; operational d. Operational; tactical; strategic e. None of these.

d

A project is an example of a: a. policy. b. standing plan. c. procedure. d. single-use plan. e. rule.

d

A statement that identifies distinguishing characteristics of an organization is known as a(n): a. goals statement. b. values statement. c. income statement. d. mission statement. e. competitive-edge statement.

d

At the top of the goal hierarchy is: a. strategic goals. b. tactical goals. c. operational goals. d. a mission. e. employee goals.

d

Of the strategic management functions, which is considered the most fundamental? a. Executing b. Analyzing c. Controlling d. Planning e. Leading

d

The _____ is the basis for the strategic level of goals and plans which in turn shapes the _____, and _____ level. a. goal; mission, tactical b. objective; operational, mission c. operational goal; mission and tactical d. mission; tactical, operational e. tactical plan; operational, mission

d

The _____ is the department manager's tool for daily and weekly operations. a. conventional goal b. strategic goal c. strategic plan d. operational plan e. targeted plan

d

The ultimate impact of goals depended on the extent to which goal achievement is linked to: a. rewards. b. salary increases. c. promotions. d. all of these. e. salary increases and promotions.

d

Which of the following is NOT one of the benefits of MBO? a. Performance can be improved at all company levels. b. Employees are motivated. c. Efforts are focused on activities that will lead to goal attainment. d. Operational goals are able to displace strategic goals. e. Individual and department goals are aligned with company goals.

d

Which of these are described by mission statements? a. Corporate values b. Product quality c. Location of facilities d. All of these e. None of these

d

You are violating which of these goal characteristics when you attempt to create goals for every aspect of employee behavior? a. Specific and measurable b. Linked to rewards c. Defined time period d. Cover key result areas e. Challenging but realistic

d

_____ enables firms to cope with unexpected events that are so sudden and devastating that they have the potential to destroy the organization if managers aren't prepared with a quick and appropriate response. a. Incident planning b. Contingency planning c. Strategic planning d. Crisis planning e. Emergency planning

d

A(n) _____ is a cross-functional group of managers and employees who work together to gain a deep understanding of a specific business issues, with the aim of presenting insights related to that issue. a. espionage team b. functional team c. task force d. project team e. intelligence team

e

Silver Star Automobiles holds monthly planning and operational reviews to ensure that it is on track for meeting organizational goals. This involves which stage of the organizational planning process? a. Developing the plan b. Translating the plan c. Plan operations d. Executing the plan e. Monitoring and learning

e

The crisis management plan should be a _____ that specifies the actions to be taken, and by whom, if a crisis occurs. a. vague, verbal plan b. detailed, verbal plan c. long, difficult to read plan d. vague, written plan e. detailed, written plan

e

Which of the following is not a step in the organizational planning process? a. Monitor and learn b. Plan operations c. Translate the plan d. Develop the plan e. Plan marketing tactics

e

_____ are called the action steps by which an organization intends to attain its strategic goals. a. Tactical goals b. Operational goals c. Tactical plans d. Operational plans e. Strategic plans

e

_____ is primarily responsible for operational goals/plans. a. Middle management b. Board of directors c. Consultants d. Top management e. Lower management

e

A desired future state that the individual or organization attempts to realize is a goal. a. True b. False

f

A plan tells "why" to achieve the goal. a. True b. False

f

Competitive advantage refers to the set of decisions and actions used to formulate and implement strategies. a. True b. False

f

Core competence is the plan of action that prescribes resource allocation and other activities for dealing with the environment. a. True b. False

f

Crisis plans define company responses to be taken in the case of emergencies, setbacks, or unexpected conditions. a. True b. False

f

Defining operational goals and plans occurs in the execution phase of the organizational planning process. a. True b. False

f

Front-line managers have the final responsibility for strategic planning. a. True b. False

f

Goals must be set for every aspect of employee behavior or organizational performance to be effective. a. True b. False

f

In step 1 of Management By Objectives, overall performance is appraised. a. True b. False

f

One of the biggest benefits of planning is that, in turbulent environments, plans create greater organizational flexibility. a. True b. False

f

Operational plans and goals are those that focus on the outcomes that major divisions and departments must achieve in order for the organization to reach its overall goals. a. True b. False

f

Providing innovative solutions to customer needs is a goal that would be placed in the internal business process category on a strategy map. a. True b. False

f

Standing plans define company responses to specific situations such as natural emergencies or competitive setbacks. a. True b. False

f

Step 1 in Management by Objectives is to review progress. a. True b. False

f

Strategic thinking is more important in for-profit businesses than for non-profit organizations. a. True b. False

f

Strategy implementation involves the planning and decision making that lead to the establishment of the firm's goals. a. True b. False

f

Tactical goals and plans are the responsibility of front-line managers and supervisors. a. True b. False

f

The "How do we compete?" question concerns functional-level strategy. a. True b. False

f

The CEO of Andre's Autos, Inc. must do all of the planning for the company because that is the way to do things in today's workplace. a. True b. False

f

The goals should be easy, for employees to feel motivated, so that they can achieve them easily which in turn increases their motivation level. a. True b. False

f

Top managers make the broad strategic plan and identify specific tactical plans. a. True b. False

f

Trend management is looking at trends and discontinuities and imagining possible alternative futures. a. True b. False

f

A desired future state that the individual or organization attempts to realize is a goal. a. True b. False

t

Building good relationships with suppliers and partners would be considered internal business process goals. a. True b. False

t

Corporate-level strategy pertains to the organization as a whole. a. True b. False

t

Goals and plans provide a sense of direction and focus on specific targets and direct employee efforts toward important outcomes. a. True b. False

t

Goals are typically stated in quantitative terms. a. True b. False

t

If Renae, manager at Leak Free Roofing, wanted to develop a contingency plan for Leak Free, she would need to look at factors such as new equipment, the economy, and the company workers' compensation cases. a. True b. False

t

Management by objectives, single-use plans, and standing plans are all management planning approaches. a. True b. False

t

Managers believe they are better oriented toward goal achievement when MBO is used. a. True b. False

t

Managers must understand no plan is perfect, but should grow and change to meet new conditions. a. True b. False

t

Managers work with planning experts to develop their own goals and plans in decentralized planning. a. True b. False

t

Planning cannot tame a turbulent environment. a. True b. False

t

Prevention and preparation are the two stages of crisis management. a. True b. False

t

Research has shown that strategic thinking and planning positively affect a firm's performance and financial success. a. True b. False

t

Some companies hire competitive intelligence professionals to scan the external environment and provide data and research on relevant domestic and global trends. a. True b. False

t

Strategic partnerships are the current trend, rather than mergers and acquisitions. a. True b. False

t

Stretch goals are typically so far beyond the current levels that people have to be innovative to find ways to reach them. a. True b. False

t

Tactical plans are designed to help execute the major strategic plans and to accomplish a specific part of the company's strategy. a. True b. False

t

The interaction of Production and Sales working together to produce profit greater than the total of both working separately is an example of synergy. a. True b. False

t

The mission is the basis for the strategic level of goals and plans, which in turn shapes the tactical and operational level. a. True b. False

t

Top managers and chief executives have the final responsibility for strategic planning. a. True b. False

t

lanning is the act of determining the organization goals and the means for achieving them. a. True b. False

t