Question 1

Which of the following statements about standing plans is true?

Accepted Answer

A)  Standing plans are developed to achieve a set of goals that are not likely to be repeated in the future. 
B)  Standing plans are ongoing plans that provide guidance for tasks or situations that occur repeatedly within the organization. 
C)  Standing plans define company responses to be taken in the case of emergencies, setbacks, or unexpected conditions. 
D)  Standing plans are more important than single-use plans in organizations. 
E)  Standing plans typically include both programs and projects. 
A)  Standing plans are developed to achieve a set of goals that are not likely to be repeated in the future. 
B)  Standing plans are ongoing plans that provide guidance for tasks or situations that occur repeatedly within the organization. 
C)  Standing plans define company responses to be taken in the case of emergencies, setbacks, or unexpected conditions. 
D)  Standing plans are more important than single-use plans in organizations. 
E)  Standing plans typically include both programs and projects.

Question 2

In a complex and competitive business world, traditional planning done by a select few is the only planning that works.

Accepted Answer

A) True 
 B)False

Question 3

Operational plans and goals are those that focus on the outcomes that major divisions and departments must achieve for the organization to reach its overall goals.

Accepted Answer

A) True 
 B)False

Question 4

Which of the strategic management functions is considered the most fundamental?

Accepted Answer

A)  Organizing 
B)  Analyzing 
C)  Controlling 
D)  Planning 
E)  Leading 
A)  Organizing 
B)  Analyzing 
C)  Controlling 
D)  Planning 
E)  Leading

Question 5

Which of the following are described by mission statements?

Accepted Answer

A)  Corporate values 
B)  Product quality 
C)  Location of facilities 
D)  All of these 
E)  None of these 
A)  Corporate values 
B)  Product quality 
C)  Location of facilities 
D)  All of these 
E)  None of these

Question 6

The __________ describes the organization's reason for existence.

Accepted Answer

The answer of The __________ describes the organization's reason for...

Question 7

Scenario building is an extension of contingency planning.

Accepted Answer

A) True 
 B)False

Question 8

Many firms engage in __________ planning to prepare the organization, its managers, and its employees to cope with sudden catastrophic events that could destroy the firm if a crisis-response plan were not in place.

Accepted Answer

A)  incident 
B)  contingency 
C)  strategic 
D)  crisis 
E)  emergency 
A)  incident 
B)  contingency 
C)  strategic 
D)  crisis 
E)  emergency

Question 9

Sales in relation to targets is an example of a balanced scorecard metric.

Accepted Answer

A) True 
 B)False

Question 10

__________ means that planning experts work with managers in major divisions or departments to develop their own goals and plans.

Accepted Answer

Decentrali

Question 11

__________ define company responses to be taken in case of emergencies, setbacks, or unexpected conditions.

Accepted Answer

The answer of __________ define company responses to be taken...

Question 12

In step 1 of management by objectives, overall performance is appraised.

Accepted Answer

A) True 
 B)False

Question 13

The crisis management plan should be a __________ plan that specifies the steps to be taken, and by whom, if a crisis occurs.

Accepted Answer

A)  vague, verbal 
B)  detailed, verbal 
C)  long, difficult-to-read 
D)  vague, written 
E)  detailed, written 
A)  vague, verbal 
B)  detailed, verbal 
C)  long, difficult-to-read 
D)  vague, written 
E)  detailed, written

Question 14

__________ are measures that reflect how well lower-level goals are helping the organization progress toward attaining its strategic goal.

Accepted Answer

Key perfor

Question 15

A crisis prevention plan is a detailed written plan that specifies the steps to be taken, and by whom, if a crisis occurs.

Accepted Answer

A) True 
 B)False

Question 16

__________ are reasonable yet highly ambitious goals that are so clear, compelling, and imaginative that they fire up employees and engender excellence.

Accepted Answer

The answer of __________ are reasonable yet highly ambitious goals...

Question 17

A(n) __________ is a broadly stated definition of purpose that distinguishes the organization from others of a similar type.

Accepted Answer

The answer of A(n) __________ is a broadly stated definition...

Question 18

__________ are specific, measurable results that are expected from departments, work groups, and individuals.

Accepted Answer

The answer of __________ are specific, measurable results that are...

Question 19

Since crises vary, a separate, carefully thought-out, and coordinated plan should be developed for each and every possible disaster that could occur.

Accepted Answer

A) True 
 B)False

Question 20

List four benefits that management by objectives (MBO) can provide.

Accepted Answer

MBO (1) focuses manager and employee eff

Which of the following statements about standing plans is true?

In a complex and competitive business world, traditional planning done by a select few is the only planning that works.

Operational plans and goals are those that focus on the outcomes that major divisions and departments must achieve for the organization to reach its overall goals.

Which of the strategic management functions is considered the most fundamental?

Which of the following are described by mission statements?

The __________ describes the organization's reason for existence.

Scenario building is an extension of contingency planning.

Many firms engage in __________ planning to prepare the organization, its managers, and its employees to cope with sudden catastrophic events that could destroy the firm if a crisis-response plan were not in place.

Sales in relation to targets is an example of a balanced scorecard metric.

__________ means that planning experts work with managers in major divisions or departments to develop their own goals and plans.

__________ define company responses to be taken in case of emergencies, setbacks, or unexpected conditions.

In step 1 of management by objectives, overall performance is appraised.

The crisis management plan should be a __________ plan that specifies the steps to be taken, and by whom, if a crisis occurs.

__________ are measures that reflect how well lower-level goals are helping the organization progress toward attaining its strategic goal.

A crisis prevention plan is a detailed written plan that specifies the steps to be taken, and by whom, if a crisis occurs.

__________ are reasonable yet highly ambitious goals that are so clear, compelling, and imaginative that they fire up employees and engender excellence.

A(n) __________ is a broadly stated definition of purpose that distinguishes the organization from others of a similar type.

__________ are specific, measurable results that are expected from departments, work groups, and individuals.

Since crises vary, a separate, carefully thought-out, and coordinated plan should be developed for each and every possible disaster that could occur.

List four benefits that management by objectives (MBO) can provide.

The World of Innovative Management

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managing Start-Ups and New Ventures

Strategy Formulation and Execution

Managerial Decision Making

Designing Organization Structure

Managing Change and Innovation

Managing Human Resources

Managing Diversity

Understanding Invidividual Behavior

Leadership

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Filters

Exam 7: Planning and Global Setting

Which of the following statements about standing plans is true?

In a complex and competitive business world, traditional planning done by a select few is the only planning that works.

Operational plans and goals are those that focus on the outcomes that major divisions and departments must achieve for the organization to reach its overall goals.

Which of the strategic management functions is considered the most fundamental?

Which of the following are described by mission statements?

The __________ describes the organization's reason for existence.

Scenario building is an extension of contingency planning.

Many firms engage in __________ planning to prepare the organization, its managers, and its employees to cope with sudden catastrophic events that could destroy the firm if a crisis-response plan were not in place.

Sales in relation to targets is an example of a balanced scorecard metric.

__________ means that planning experts work with managers in major divisions or departments to develop their own goals and plans.

__________ define company responses to be taken in case of emergencies, setbacks, or unexpected conditions.

In step 1 of management by objectives, overall performance is appraised.

The crisis management plan should be a __________ plan that specifies the steps to be taken, and by whom, if a crisis occurs.

__________ are measures that reflect how well lower-level goals are helping the organization progress toward attaining its strategic goal.

A crisis prevention plan is a detailed written plan that specifies the steps to be taken, and by whom, if a crisis occurs.

__________ are reasonable yet highly ambitious goals that are so clear, compelling, and imaginative that they fire up employees and engender excellence.

A(n) __________ is a broadly stated definition of purpose that distinguishes the organization from others of a similar type.

__________ are specific, measurable results that are expected from departments, work groups, and individuals.

Since crises vary, a separate, carefully thought-out, and coordinated plan should be developed for each and every possible disaster that could occur.

List four benefits that management by objectives (MBO) can provide.

The World of Innovative Management

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managing Start-Ups and New Ventures

Strategy Formulation and Execution

Managerial Decision Making

Designing Organization Structure

Managing Change and Innovation

Managing Human Resources

Managing Diversity

Understanding Invidividual Behavior

Leadership

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Filters