Question 1

When we categorise plans as being single use versus standing, we categorise them by ________.

Accepted Answer

A) breadth 
B) specificity 
C) frequency of use 
D) depth 
E) time frame 
A) breadth 
B) specificity 
C) frequency of use 
D) depth 
E) time frame C

Question 2

Informal planning is ________.

Accepted Answer

A) performed at the lowest organisation level 
B) generally lacks continuity 
C) developed in informal meetings and difficult to implement 
D) specific and is developed by middle managers for their departments 
E) short term and likely to change before it is implemented 
A) performed at the lowest organisation level 
B) generally lacks continuity 
C) developed in informal meetings and difficult to implement 
D) specific and is developed by middle managers for their departments 
E) short term and likely to change before it is implemented B

Question 3

Which of the following techniques is typically used when precise data is limited or hard to obtain?

Accepted Answer

A) quantitative techniques 
B) qualitative techniques 
C) confirmatory techniques 
D) predictive techniques 
A) quantitative techniques 
B) qualitative techniques 
C) confirmatory techniques 
D) predictive techniques B

Question 4

Which of the following is another term for an integrated network of objectives?

Accepted Answer

A) strategic objectives 
B) reality-based linkage 
C) means-ends chain 
D) operating systems connection 
E) circular enhancement 
A) strategic objectives 
B) reality-based linkage 
C) means-ends chain 
D) operating systems connection 
E) circular enhancement

Question 5

The effect of planning on managers is that it forces them to do which of the following?

Accepted Answer

A) react to change 
B) consider the impact of change 
C) respond indiscriminately 
D) plan on overlapping different activities 
E) develop bureaucratic response models 
A) react to change 
B) consider the impact of change 
C) respond indiscriminately 
D) plan on overlapping different activities 
E) develop bureaucratic response models

Question 6

Competitor intelligence allows managers to do which of the following?

Accepted Answer

A) react to competitor actions 
B) cut cost below the competition 
C) increase market diversification 
D) anticipate competitor actions 
E) set equitable employee pay levels 
A) react to competitor actions 
B) cut cost below the competition 
C) increase market diversification 
D) anticipate competitor actions 
E) set equitable employee pay levels

Question 7

If a manager wanted to predict next quarter's sales on the basis of four years of previous sales data, she would probably use ________.

Accepted Answer

A) time-series analysis 
B) sales force composition 
C) regression models 
D) econometric models 
E) substitution effect 
A) time-series analysis 
B) sales force composition 
C) regression models 
D) econometric models 
E) substitution effect

Question 8

In a short essay, describe the various criteria on which organisations' plans can differ.Next, provide a brief analysis of each criterion as it applies to organisational planning.

Accepted Answer

The criteria on which organisational pla

Question 9

What type of forecasting technique relies on the judgment and opinion of knowledgeable individuals?

Accepted Answer

A) qualitative 
B) short-term 
C) confirmatory 
D) predictive 
E) best-case scenario 
A) qualitative 
B) short-term 
C) confirmatory 
D) predictive 
E) best-case scenario

Question 10

An organisational plan that has a six-year time frame would be considered what type of plan?

Accepted Answer

A) operational 
B) short-term 
C) strategic 
D) intermediate 
E) long-term 
A) operational 
B) short-term 
C) strategic 
D) intermediate 
E) long-term

Question 11

Developing an acquisition plan after a recent takeover is an example of a single-use plan.

Accepted Answer

A) True 
 B)False

Question 12

Forecasting techniques fall into what two categories?

Accepted Answer

A) fixed asset and human capital 
B) predictive and confirmatory 
C) quantitative and qualitative 
D) short-term and long-term 
E) empirical and conceptual 
A) fixed asset and human capital 
B) predictive and confirmatory 
C) quantitative and qualitative 
D) short-term and long-term 
E) empirical and conceptual

Question 13

According to the textbook, organisations need at least ________ years of systematic formal planning before performance is impacted.

Accepted Answer

A) one 
B) two 
C) three 
D) four 
E) five 
A) one 
B) two 
C) three 
D) four 
E) five

Question 14

A top-down chain is an integrated network of objectives.

Accepted Answer

A) True 
 B)False

Question 15

Official statements of what an organisation says and what it wants its various stakeholders to believe are referred to as ________.

Accepted Answer

A) real goals 
B) stated goals 
C) committed goals 
D) comprehensive goals 
E) expanded goals 
A) real goals 
B) stated goals 
C) committed goals 
D) comprehensive goals 
E) expanded goals

Question 16

In a short essay, list and discuss the five steps in the goal-setting process.

Accepted Answer

Step 1: Review the organisation's missio

Question 17

What type of plan covers less than one year?

Accepted Answer

A) operational 
B) directional 
C) short-term 
D) long term 
E) strategic 
A) operational 
B) directional 
C) short-term 
D) long term 
E) strategic

Question 18

Strategic plans tend to include a time period of usually ________.

Accepted Answer

A) 1 year 
B) 1-3 years 
C) 3 years or more 
D) 5 years or more 
E) at least 10 years 
A) 1 year 
B) 1-3 years 
C) 3 years or more 
D) 5 years or more 
E) at least 10 years

Question 19

The commitment concept means that plans should extend far enough to meet those commitments made today.

Accepted Answer

A) True 
 B)False

Question 20

Plans that are flexible and set out general guidelines are of little use in a modern organisation.

Accepted Answer

A) True 
 B)False

When we categorise plans as being single use versus standing, we categorise them by ________.

Informal planning is ________.

Which of the following techniques is typically used when precise data is limited or hard to obtain?

Which of the following is another term for an integrated network of objectives?

The effect of planning on managers is that it forces them to do which of the following?

Competitor intelligence allows managers to do which of the following?

If a manager wanted to predict next quarter's sales on the basis of four years of previous sales data, she would probably use ________.

In a short essay, describe the various criteria on which organisations' plans can differ.Next, provide a brief analysis of each criterion as it applies to organisational planning.

What type of forecasting technique relies on the judgment and opinion of knowledgeable individuals?

An organisational plan that has a six-year time frame would be considered what type of plan?

Developing an acquisition plan after a recent takeover is an example of a single-use plan.

Forecasting techniques fall into what two categories?

According to the textbook, organisations need at least ________ years of systematic formal planning before performance is impacted.

A top-down chain is an integrated network of objectives.

Official statements of what an organisation says and what it wants its various stakeholders to believe are referred to as ________.

In a short essay, list and discuss the five steps in the goal-setting process.

What type of plan covers less than one year?

Strategic plans tend to include a time period of usually ________.

The commitment concept means that plans should extend far enough to meet those commitments made today.

Plans that are flexible and set out general guidelines are of little use in a modern organisation.

Introduction to Organisations and Management

Management Yesterday and Today

Environment and Organisational Culture: the Constraints

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision Makers

Managing Change and Innovation

Strategic Management

Managerial Controls

Managing Operations

Organisational Structure and Design

Managing Teams

Managing Human Resources

Understanding Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters

Exam 8: Foundations of Planning

When we categorise plans as being single use versus standing, we categorise them by ________.

Informal planning is ________.

Which of the following techniques is typically used when precise data is limited or hard to obtain?

Which of the following is another term for an integrated network of objectives?

The effect of planning on managers is that it forces them to do which of the following?

Competitor intelligence allows managers to do which of the following?

If a manager wanted to predict next quarter's sales on the basis of four years of previous sales data, she would probably use ________.

In a short essay, describe the various criteria on which organisations' plans can differ.Next, provide a brief analysis of each criterion as it applies to organisational planning.

What type of forecasting technique relies on the judgment and opinion of knowledgeable individuals?

An organisational plan that has a six-year time frame would be considered what type of plan?

Developing an acquisition plan after a recent takeover is an example of a single-use plan.

Forecasting techniques fall into what two categories?

According to the textbook, organisations need at least ________ years of systematic formal planning before performance is impacted.

A top-down chain is an integrated network of objectives.

Official statements of what an organisation says and what it wants its various stakeholders to believe are referred to as ________.

In a short essay, list and discuss the five steps in the goal-setting process.

What type of plan covers less than one year?

Strategic plans tend to include a time period of usually ________.

The commitment concept means that plans should extend far enough to meet those commitments made today.

Plans that are flexible and set out general guidelines are of little use in a modern organisation.

Introduction to Organisations and Management

Management Yesterday and Today

Environment and Organisational Culture: the Constraints

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision Makers

Managing Change and Innovation

Strategic Management

Managerial Controls

Managing Operations

Organisational Structure and Design

Managing Teams

Managing Human Resources

Understanding Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters