Exam 8: The Manager As a Planner and a Strategist

A _____ enables managers to make midcourse corrections if environmental changes warrant or to change the thrust of the plan altogether if it no longer seems appropriate?

(Multiple Choice)

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Question 41

Which of the following will most likely be an opportunity according to an organization's SWOT analysis?

(Multiple Choice)

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Question 42

In the Five Forces Model, the _ that companies compete against one another for customers, the _ the level of profits is likely to be for that industry.

(Multiple Choice)

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Question 43

In a first of its kind, a multinational tire manufacturer, introduces a new range of premium tires that can handle extreme temperatures better at a higher price. The tires are designed keeping in mind the climatic conditions in the Middle East and products are marketed only in the Middle East. The manufacturer is pursuing ____.

(Multiple Choice)

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Question 44

Plans that are developed to handle nonprogrammed decision making in unusual or one-of-a-kind situations are called _____.

(Multiple Choice)

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Question 45

A business plan that is updated every year depending on the changes in the organization and in the external environment that have taken place in the previous year is known as a rolling plan.

(True/False)

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Question 46

An agreement in which managers pool or share their organization's resources and know-how with a foreign company, and the two organizations share the rewards and risks of starting a new venture is called a strategic alliance.

(True/False)

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Question 47

Discuss the three main steps of the planning process.

(Essay)

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Question 48

Corporate, business, and functional-level plans can all be applied over the same time horizon.

(True/False)

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Question 49

The ability of the CEO and top managers to convey a compelling vision of what they want the organization to achieve to their subordinates is called strategic leadership.

(True/False)

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Question 50

Entering a new business or industry to create a competitive advantage in one or more of an organization's existing divisions or businesses is called _____.

(Multiple Choice)

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Question 51

A(n) _____ broadly defines an organization's purpose, what it is seeking to achieve from its activities, identifies what is unique or important about its products to its employees and customers, and also distinguishes or differentiates the organization in some ways from its competitors.

(Multiple Choice)

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Question 52

_____ is a plan of action to improve the ability of each of an organization's functions to perform its task-specific activities in ways that add value to an organization's goods and services.

(Multiple Choice)

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Question 53

A toy manufacturing company which previously sold its products through a popular toy and juvenile-product retailer decides to enter the retail industry, quickly establishing several retail outlets exclusively for its products. The toy manufacturing company is engaging in _____.

(Multiple Choice)

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Question 54

Programs and projects are examples of standing plans.

(True/False)

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Question 55

Which of the following can be defined a threat according to the five forces model?

(Multiple Choice)

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Question 56

Implementing is a process managers use to identify and select appropriate goals and courses of action for an organization.

(True/False)

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Question 57

Which method of international expansion poses the least amount of risk?

(Multiple Choice)

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Question 58

Single-use plans are intended to be used primarily in nonprogrammed decision making in unusual situations.

(True/False)

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Question 59

The set of decisions that managers make to assist the organization in the attainment of its goals is called the strategy of the organization.

(True/False)

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Question 60

Showing 41 - 60 of 112

A _____ enables managers to make midcourse corrections if environmental changes warrant or to change the thrust of the plan altogether if it no longer seems appropriate?

Which of the following will most likely be an opportunity according to an organization's SWOT analysis?

In the Five Forces Model, the _ that companies compete against one another for customers, the _ the level of profits is likely to be for that industry.

Plans that are developed to handle nonprogrammed decision making in unusual or one-of-a-kind situations are called _____.

A business plan that is updated every year depending on the changes in the organization and in the external environment that have taken place in the previous year is known as a rolling plan.

An agreement in which managers pool or share their organization's resources and know-how with a foreign company, and the two organizations share the rewards and risks of starting a new venture is called a strategic alliance.

Discuss the three main steps of the planning process.

Corporate, business, and functional-level plans can all be applied over the same time horizon.

The ability of the CEO and top managers to convey a compelling vision of what they want the organization to achieve to their subordinates is called strategic leadership.

Entering a new business or industry to create a competitive advantage in one or more of an organization's existing divisions or businesses is called _____.

A(n) _____ broadly defines an organization's purpose, what it is seeking to achieve from its activities, identifies what is unique or important about its products to its employees and customers, and also distinguishes or differentiates the organization in some ways from its competitors.

_____ is a plan of action to improve the ability of each of an organization's functions to perform its task-specific activities in ways that add value to an organization's goods and services.

A toy manufacturing company which previously sold its products through a popular toy and juvenile-product retailer decides to enter the retail industry, quickly establishing several retail outlets exclusively for its products. The toy manufacturing company is engaging in _____.

Programs and projects are examples of standing plans.

Which of the following can be defined a threat according to the five forces model?

Implementing is a process managers use to identify and select appropriate goals and courses of action for an organization.

Which method of international expansion poses the least amount of risk?

Single-use plans are intended to be used primarily in nonprogrammed decision making in unusual situations.

The set of decisions that managers make to assist the organization in the attainment of its goals is called the strategy of the organization.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters

Exam 8: The Manager As a Planner and a Strategist

A _____ enables managers to make midcourse corrections if environmental changes warrant or to change the thrust of the plan altogether if it no longer seems appropriate?

Which of the following will most likely be an opportunity according to an organization's SWOT analysis?

In the Five Forces Model, the _____ that companies compete against one another for customers, the _____ the level of profits is likely to be for that industry.

Plans that are developed to handle nonprogrammed decision making in unusual or one-of-a-kind situations are called _____.

A business plan that is updated every year depending on the changes in the organization and in the external environment that have taken place in the previous year is known as a rolling plan.

An agreement in which managers pool or share their organization's resources and know-how with a foreign company, and the two organizations share the rewards and risks of starting a new venture is called a strategic alliance.

Discuss the three main steps of the planning process.

Corporate, business, and functional-level plans can all be applied over the same time horizon.

The ability of the CEO and top managers to convey a compelling vision of what they want the organization to achieve to their subordinates is called strategic leadership.

Entering a new business or industry to create a competitive advantage in one or more of an organization's existing divisions or businesses is called _____.

A(n) _____ broadly defines an organization's purpose, what it is seeking to achieve from its activities, identifies what is unique or important about its products to its employees and customers, and also distinguishes or differentiates the organization in some ways from its competitors.

_____ is a plan of action to improve the ability of each of an organization's functions to perform its task-specific activities in ways that add value to an organization's goods and services.

A toy manufacturing company which previously sold its products through a popular toy and juvenile-product retailer decides to enter the retail industry, quickly establishing several retail outlets exclusively for its products. The toy manufacturing company is engaging in _____.

Programs and projects are examples of standing plans.

Which of the following can be defined a threat according to the five forces model?

Implementing is a process managers use to identify and select appropriate goals and courses of action for an organization.

Which method of international expansion poses the least amount of risk?

Single-use plans are intended to be used primarily in nonprogrammed decision making in unusual situations.

The set of decisions that managers make to assist the organization in the attainment of its goals is called the strategy of the organization.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters

In the Five Forces Model, the _ that companies compete against one another for customers, the _ the level of profits is likely to be for that industry.