Question 1

The conflict in stated goals exists because organisations respond to a variety of ________.

Accepted Answer

A) external environments 
B) stakeholders 
C) governmental regulations 
D) stockholders 
E) risks 
A) external environments 
B) stakeholders 
C) governmental regulations 
D) stockholders 
E) risks

Question 2

Informal planning is only ever undertaken at the lowest levels in an organisation.

Accepted Answer

A) True 
 B)False

Question 3

Because planning cannot eliminate change and uncertainty, it is often a waste of time.

Accepted Answer

A) True 
 B)False

Question 4

What should a person do to understand what the real objectives of the organisation are?

Accepted Answer

A) observe organisational member actions 
B) attend a stockholders' annual meeting 
C) read their statement of purpose 
D) read their annual report 
E) watch television news reports 
A) observe organisational member actions 
B) attend a stockholders' annual meeting 
C) read their statement of purpose 
D) read their annual report 
E) watch television news reports

Question 5

Objectives are goals.

Accepted Answer

A) True 
 B)False

Question 6

Long-term planning involves planning for a period that is above seven years.

Accepted Answer

A) True 
 B)False

Question 7

All organisations define short-term planning as planning for one year or less.

Accepted Answer

A) True 
 B)False

Question 8

When management has sufficient hard data, it prefers what type of forecasting technique?

Accepted Answer

A) predictive 
B) quantitative 
C) long-term 
D) qualitative 
E) fact-based 
A) predictive 
B) quantitative 
C) long-term 
D) qualitative 
E) fact-based

Question 9

Buying a competitor's product for evaluation is a form of environmental scanning.

Accepted Answer

A) True 
 B)False

Question 10

Managers have ________ success in forecasting trends and outcomes accurately.

Accepted Answer

A) very low 
B) low 
C) mixed 
D) good 
E) excellent 
A) very low 
B) low 
C) mixed 
D) good 
E) excellent

Question 11

In the Management by Objectives (MBO)system ________.

Accepted Answer

A) objectives are determined by management 
B) goals are only reviewed at the time of completion 
C) goals are used as controls 
D) progress is periodically reviewed 
E) objectives are determined by subordinates and their supervisors 
A) objectives are determined by management 
B) goals are only reviewed at the time of completion 
C) goals are used as controls 
D) progress is periodically reviewed 
E) objectives are determined by subordinates and their supervisors

Question 12

The ________ of the planning process contributes more to high performance than does the ________ of planning.

Accepted Answer

A) quality; implementation 
B) implementation; quality 
C) quality; extent 
D) extent; implementation 
E) implementation; extent 
A) quality; implementation 
B) implementation; quality 
C) quality; extent 
D) extent; implementation 
E) implementation; extent

Question 13

According to the textbook, ________ plans provide focus but do not lock managers into specific goals or courses of action.

Accepted Answer

A) strategic 
B) single-use 
C) directional 
D) specific 
E) standing 
A) strategic 
B) single-use 
C) directional 
D) specific 
E) standing

Question 14

Directional plans have clearly defined objectives.

Accepted Answer

A) True 
 B)False

Question 15

An organisation that states, 'People are our most valuable asset,' and then proceeds to lay off 20 per cent of its workforce, has revealed its ________ objective.

Accepted Answer

A) real 
B) imagined 
C) fictional 
D) human resource 
E) unplanned 
A) real 
B) imagined 
C) fictional 
D) human resource 
E) unplanned

Question 16

The ________ concept states that plans should extend far enough to see through current commitments.

Accepted Answer

A) commitment 
B) formality 
C) opportunity 
D) SWOT 
E) MBO 
A) commitment 
B) formality 
C) opportunity 
D) SWOT 
E) MBO

Question 17

In order to be successful, an organisation should follow what advice concerning objectives?

Accepted Answer

A) Develop a single, well-designed goal. 
B) A long-term vision of objectives is critical. 
C) Organisations should have multiple objectives. 
D) Obtain non-subjective opinions from consultants. 
E) Changing objectives leads to employee dissatisfaction. 
A) Develop a single, well-designed goal. 
B) A long-term vision of objectives is critical. 
C) Organisations should have multiple objectives. 
D) Obtain non-subjective opinions from consultants. 
E) Changing objectives leads to employee dissatisfaction.

Question 18

Three contingency factors cited by your textbook that affect planning are level in the organisation, length of future commitments and ________.

Accepted Answer

A) risk aversion of management 
B) employee satisfaction 
C) level of productivity 
D) educational level of managers 
E) degree of environmental uncertainty 
A) risk aversion of management 
B) employee satisfaction 
C) level of productivity 
D) educational level of managers 
E) degree of environmental uncertainty

Question 19

Qualitative forecasting uses the judgment and opinions of knowledgeable individuals.

Accepted Answer

A) True 
 B)False

Question 20

The three identified differences between strategic and operational plans are ________.

Accepted Answer

A) time frame, cost and organisational age 
B) cost, organisational age and number of planners 
C) scope, time frame and inclusion of a known set of organisational objectives 
D) inclusion of a known set of organisational objectives, cost and number of planners 
E) organisational age, cost and scope 
A) time frame, cost and organisational age 
B) cost, organisational age and number of planners 
C) scope, time frame and inclusion of a known set of organisational objectives 
D) inclusion of a known set of organisational objectives, cost and number of planners 
E) organisational age, cost and scope

The conflict in stated goals exists because organisations respond to a variety of ________.

Informal planning is only ever undertaken at the lowest levels in an organisation.

Because planning cannot eliminate change and uncertainty, it is often a waste of time.

What should a person do to understand what the real objectives of the organisation are?

Objectives are goals.

Long-term planning involves planning for a period that is above seven years.

All organisations define short-term planning as planning for one year or less.

When management has sufficient hard data, it prefers what type of forecasting technique?

Buying a competitor's product for evaluation is a form of environmental scanning.

Managers have ________ success in forecasting trends and outcomes accurately.

In the Management by Objectives (MBO)system ________.

The of the planning process contributes more to high performance than does the of planning.

According to the textbook, ________ plans provide focus but do not lock managers into specific goals or courses of action.

Directional plans have clearly defined objectives.

An organisation that states, 'People are our most valuable asset,' and then proceeds to lay off 20 per cent of its workforce, has revealed its ________ objective.

The ________ concept states that plans should extend far enough to see through current commitments.

In order to be successful, an organisation should follow what advice concerning objectives?

Three contingency factors cited by your textbook that affect planning are level in the organisation, length of future commitments and ________.

Qualitative forecasting uses the judgment and opinions of knowledgeable individuals.

The three identified differences between strategic and operational plans are ________.

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

The conflict in stated goals exists because organisations respond to a variety of ________.

Informal planning is only ever undertaken at the lowest levels in an organisation.

Because planning cannot eliminate change and uncertainty, it is often a waste of time.

What should a person do to understand what the real objectives of the organisation are?

Objectives are goals.

Long-term planning involves planning for a period that is above seven years.

All organisations define short-term planning as planning for one year or less.

When management has sufficient hard data, it prefers what type of forecasting technique?

Buying a competitor's product for evaluation is a form of environmental scanning.

Managers have ________ success in forecasting trends and outcomes accurately.

In the Management by Objectives (MBO)system ________.

The ________ of the planning process contributes more to high performance than does the ________ of planning.

According to the textbook, ________ plans provide focus but do not lock managers into specific goals or courses of action.

Directional plans have clearly defined objectives.

An organisation that states, 'People are our most valuable asset,' and then proceeds to lay off 20 per cent of its workforce, has revealed its ________ objective.

The ________ concept states that plans should extend far enough to see through current commitments.

In order to be successful, an organisation should follow what advice concerning objectives?

Three contingency factors cited by your textbook that affect planning are level in the organisation, length of future commitments and ________.

Qualitative forecasting uses the judgment and opinions of knowledgeable individuals.

The three identified differences between strategic and operational plans are ________.

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

The of the planning process contributes more to high performance than does the of planning.