Question 1

Managers who continue to do the things required to achieve the original goals of a plan ________.

Accepted Answer

A)  may not be able to cope with a changed environment 
B)  are demonstrating their ability to follow a flexible and specific plan 
C)  are following their intuition 
D)  are acting responsibly 
A)  may not be able to cope with a changed environment 
B)  are demonstrating their ability to follow a flexible and specific plan 
C)  are following their intuition 
D)  are acting responsibly

Question 2

Amana Highway Collaborative (Scenario)
The Regional Planning Council convened a group of stakeholders, including the Department of Transportation and the Department of Community Affairs, who are interested in working together on improving a major highway called Amana Highway. Firas is the senior planner for the Regional Planning Council. Firas successfully obtained a technical assistance grant. The intent is to organize the 15 small communities along Amana Highway into an intergovernmental unit. All of the communities will share the same visioning processes of mission, objectives, and tasks. Firas is now charged with developing a strategic plan for this group, called the Amana Highway Collaborative.
-While each community in the Amana Highway Collaborative maintains its identity and independence, Firas believes that the leverage of multi-governmental applications will ultimately secure more major funding in the future. However, due to the intergovernmental nature of the organization, Firas, although in charge of the collaborative, wields little direct power over any community member individually. Which contingency factor best represents Firas' situation?

Accepted Answer

A)  Time frame of future commitments. 
B)  Environmental uncertainty. 
C)  Measurability of the goal. 
D)  Level in the organization. 
A)  Time frame of future commitments. 
B)  Environmental uncertainty. 
C)  Measurability of the goal. 
D)  Level in the organization.

Question 3

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

Accepted Answer

A)  with the stakeholders and make it appear that the organization is really committed 
B)  as quickly as possible 
C)  while the resources are available 
D)  made when the plans were developed 
A)  with the stakeholders and make it appear that the organization is really committed 
B)  as quickly as possible 
C)  while the resources are available 
D)  made when the plans were developed

Question 4

Most businesses have only one objective: to make a profit.

Accepted Answer

A) True 
 B)False

Question 5

With traditional goal setting, the goals are set at the top level of management and ________.

Accepted Answer

A)  then they are broken down into subgoals for each level of the organization 
B)  then they are delegated to the next lower level to be achieved 
C)  all the efforts to achieve those goals are directed by top management, to ensure that they are achieved 
D)  then it becomes the responsibility of first-line management to achieve those goals 
A)  then they are broken down into subgoals for each level of the organization 
B)  then they are delegated to the next lower level to be achieved 
C)  all the efforts to achieve those goals are directed by top management, to ensure that they are achieved 
D)  then it becomes the responsibility of first-line management to achieve those goals

Question 6

'Short-term' plans are those covering one year or less.

Accepted Answer

A) True 
 B)False

Question 7

Goals are objectives, ________.

Accepted Answer

A)  but goals are used in reference to profits, and objectives are used in reference to production output 
B)  but goals are used by top management, and objectives are used by first-level management 
C)  and we use the two terms interchangeably 
D)  but goals are long term, and objectives are short term 
A)  but goals are used in reference to profits, and objectives are used in reference to production output 
B)  but goals are used by top management, and objectives are used by first-level management 
C)  and we use the two terms interchangeably 
D)  but goals are long term, and objectives are short term

Question 8

Strategic goals are related to the financial performance of the organization.

Accepted Answer

A) True 
 B)False

Question 9

Formal plans serve as a roadmap although the destination may be changing constantly due to ________.

Accepted Answer

A)  dynamic market conditions 
B)  employment makeup 
C)  management changes 
D)  political changes 
A)  dynamic market conditions 
B)  employment makeup 
C)  management changes 
D)  political changes

Question 10

The more the current plans affect future commitments, the longer the time frame for which managers should plan.

Accepted Answer

A) True 
 B)False

Question 11

In a short essay, list and discuss the four reasons for planning.

Accepted Answer

a. Planning establishes coordinated effo

Question 12

Planning is often called the primary management function because it ________.

Accepted Answer

A)  establishes the basis for all the other functions 
B)  sets the tone for the organizational culture 
C)  creates the vision for the organizational members to work toward 
D)  offers some basis for future decision making 
A)  establishes the basis for all the other functions 
B)  sets the tone for the organizational culture 
C)  creates the vision for the organizational members to work toward 
D)  offers some basis for future decision making

Question 13

Managers must be able to follow through with plans even if conditions change.

Accepted Answer

A) True 
 B)False

Question 14

One criticism of planning is that it's not enough for managers just to plan.

Accepted Answer

A) True 
 B)False

Question 15

Goals are the foundation of organizational planning.

Accepted Answer

A) True 
 B)False

Question 16

An organization's real goals are often quite irrelevant to what actually goes on.

Accepted Answer

A) True 
 B)False

Question 17

A well-designed goal should be measurable and quantifiable.

Accepted Answer

A) True 
 B)False

Question 18

Planning involves two important elements: ________.

Accepted Answer

A)  plans and decisions 
B)  goals and actions 
C)  goals and plans 
D)  goals and decisions 
A)  plans and decisions 
B)  goals and actions 
C)  goals and plans 
D)  goals and decisions

Question 19

Operational plans encompass a particular operational area of the organization.

Accepted Answer

A) True 
 B)False

Question 20

In today's dynamic business environment, successful firms recognize that planning is an ongoing process, not a tablet of rules cast in stone.

Accepted Answer

A) True 
 B)False

Managers who continue to do the things required to achieve the original goals of a plan ________.

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

Most businesses have only one objective: to make a profit.

With traditional goal setting, the goals are set at the top level of management and ________.

'Short-term' plans are those covering one year or less.

Goals are objectives, ________.

Strategic goals are related to the financial performance of the organization.

Formal plans serve as a roadmap although the destination may be changing constantly due to ________.

The more the current plans affect future commitments, the longer the time frame for which managers should plan.

In a short essay, list and discuss the four reasons for planning.

Planning is often called the primary management function because it ________.

Managers must be able to follow through with plans even if conditions change.

One criticism of planning is that it's not enough for managers just to plan.

Goals are the foundation of organizational planning.

An organization's real goals are often quite irrelevant to what actually goes on.

A well-designed goal should be measurable and quantifiable.

Planning involves two important elements: ________.

Operational plans encompass a particular operational area of the organization.

In today's dynamic business environment, successful firms recognize that planning is an ongoing process, not a tablet of rules cast in stone.

Introduction to Management and Organisations

Management History

Organisational Culture and Environment

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision-Makers

Strategic Management

Organisational Structure and Design

Managing Human Resources

Managing Teams

Managing Change and Innovation

Understanding Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Introduction to Controlling

Managing Operations

Filters

Exam 7: Foundations of Planning

Managers who continue to do the things required to achieve the original goals of a plan ________.

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

Most businesses have only one objective: to make a profit.

With traditional goal setting, the goals are set at the top level of management and ________.

'Short-term' plans are those covering one year or less.

Goals are objectives, ________.

Strategic goals are related to the financial performance of the organization.

Formal plans serve as a roadmap although the destination may be changing constantly due to ________.

The more the current plans affect future commitments, the longer the time frame for which managers should plan.

In a short essay, list and discuss the four reasons for planning.

Planning is often called the primary management function because it ________.

Managers must be able to follow through with plans even if conditions change.

One criticism of planning is that it's not enough for managers just to plan.

Goals are the foundation of organizational planning.

An organization's real goals are often quite irrelevant to what actually goes on.

A well-designed goal should be measurable and quantifiable.

Planning involves two important elements: ________.

Operational plans encompass a particular operational area of the organization.

In today's dynamic business environment, successful firms recognize that planning is an ongoing process, not a tablet of rules cast in stone.

Introduction to Management and Organisations

Management History

Organisational Culture and Environment

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision-Makers

Strategic Management

Organisational Structure and Design

Managing Human Resources

Managing Teams

Managing Change and Innovation

Understanding Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Introduction to Controlling

Managing Operations

Filters