Question 1

Which of the following is not included in the implementation phase of the planning process?

Accepted Answer

A)  Defining tasks to be accomplished 
B)  Establishing long-term, corporate-wide actions to accomplish the company's mission 
C)  Assigning individual responsibilities for the tasks to be accomplished 
D)  Managing individuals to ensure that the tasks are appropriately completed 
A)  Defining tasks to be accomplished 
B)  Establishing long-term, corporate-wide actions to accomplish the company's mission 
C)  Assigning individual responsibilities for the tasks to be accomplished 
D)  Managing individuals to ensure that the tasks are appropriately completed

Question 2

How can managers maintain control during the change transition?

Accepted Answer

Both for operational and political reaso

Question 3

Planning can help managers deal with uncertainty by anticipating what may happen in the future.

Accepted Answer

A) True 
 B)False

Question 4

Lower level managers and employees should not participate in the budget-setting process.

Accepted Answer

A) True 
 B)False

Question 5

Which of the following is not one of the five lessons companies can apply to plan for the worst?

Accepted Answer

A)  Create alternative scenarios. 
B)  Be prepared for the unimaginable. 
C)  Try to estimate probabilities. 
D)  Try to avoid thinking the worst. 
A)  Create alternative scenarios. 
B)  Be prepared for the unimaginable. 
C)  Try to estimate probabilities. 
D)  Try to avoid thinking the worst.

Question 6

When Apple decided in the 1980s that its future lay in merging the computing, communications, and entertainment industries, they were demonstrating the need in planning to

Accepted Answer

A)  decentralize the process. 
B)  concentrate on a manageable set of issues. 
C)  use numerical methods. 
D)  assess external forces. 
A)  decentralize the process. 
B)  concentrate on a manageable set of issues. 
C)  use numerical methods. 
D)  assess external forces.

Question 7

An obsession with paperwork, technical reports, statistical tables and other supporting documentation causes

Accepted Answer

A)  escalation of commitment. 
B)  a "pie in the sky" perspective of corporate strengths. 
C)  paralysis by analysis. 
D)  opportunistic planning. 
A)  escalation of commitment. 
B)  a "pie in the sky" perspective of corporate strengths. 
C)  paralysis by analysis. 
D)  opportunistic planning.

Question 8

Separating the plan generators from the plan implementers often leads to

Accepted Answer

A)  a more effective implementation. 
B)  the development of plans that lower level managers begrudgingly try to implement. 
C)  ensuring the wisdom and experience of those managers higher in the organization are included in the plan. 
D)  all of the above 
A)  a more effective implementation. 
B)  the development of plans that lower level managers begrudgingly try to implement. 
C)  ensuring the wisdom and experience of those managers higher in the organization are included in the plan. 
D)  all of the above

Question 9

Which of the following is not a key element to a plan?

Accepted Answer

A)  Objectives 
B)  Feedback 
C)  Actions 
D)  implementation 
A)  Objectives 
B)  Feedback 
C)  Actions 
D)  implementation

Question 10

Opportunistic planning should take precedence over formal planning to structure the major tasks of the organization.

Accepted Answer

A) True 
 B)False

Question 11

What are the three criteria for an effective strategic action plan?

Accepted Answer

To be effective, a strategic action plan

Question 12

A downside of moving budgets is that they

Accepted Answer

A)  result in managers obsessing over the "intangible" aspects of performance. 
B)  demand frequent revisions. 
C)  are not flexible. 
D)  all of the above 
A)  result in managers obsessing over the "intangible" aspects of performance. 
B)  demand frequent revisions. 
C)  are not flexible. 
D)  all of the above

Question 13

DuPont's product introduction goal that began at the top of the organizational pyramid and filtered down to lower echelons where it became more specific is an example of

Accepted Answer

A)  escalation of commitment. 
B)  opportunistic planning. 
C)  cascading of objectives. 
D)  profitability targets. 
A)  escalation of commitment. 
B)  opportunistic planning. 
C)  cascading of objectives. 
D)  profitability targets.

Question 14

Which of the following is true of opportunistic and formal planning?

Accepted Answer

A)  Firms that use only opportunistic planning will have no clear sense of direction. 
B)  Formal planning should allow for creative responses within the organized framework. 
C)  Jack Welch, formerly of GE, was a strong proponent of formal planning over opportunistic planning. 
D)  Firms should carefully choose either formal or opportunistic planning after thoughtful consideration. 
A)  Firms that use only opportunistic planning will have no clear sense of direction. 
B)  Formal planning should allow for creative responses within the organized framework. 
C)  Jack Welch, formerly of GE, was a strong proponent of formal planning over opportunistic planning. 
D)  Firms should carefully choose either formal or opportunistic planning after thoughtful consideration.

Question 15

Which of the following statements is not true concerning planning?

Accepted Answer

A)  Planning occurs at every level in the organization. 
B)  The plans made at higher levels direct and constrain the planning that occurs at lower levels. 
C)  Planning at lower levels focuses on broad, long-term issues. 
D)  Planning at lower levels tends to be primarily concerned with the operational details of the overall plan. 
A)  Planning occurs at every level in the organization. 
B)  The plans made at higher levels direct and constrain the planning that occurs at lower levels. 
C)  Planning at lower levels focuses on broad, long-term issues. 
D)  Planning at lower levels tends to be primarily concerned with the operational details of the overall plan.

Question 16

The extent to which the strategic action plan fits with organizational characteristics and the external environment is known as

Accepted Answer

A)  proactivity. 
B)  congruency. 
C)  escalation. 
D)  synergy. 
A)  proactivity. 
B)  congruency. 
C)  escalation. 
D)  synergy.

Question 17

Which of the following is not one of the means of implementing the planned actions?

Accepted Answer

A)  Authority 
B)  Persuasion 
C)  Feedback mechanism 
D)  Punishment 
A)  Authority 
B)  Persuasion 
C)  Feedback mechanism 
D)  Punishment

Question 18

Opportunistic planning

Accepted Answer

A)  is a system designed to identify objectives and to structure the major tasks of the organization to accomplish them. 
B)  is derailed by unexpected events. 
C)  involves programmatic actions triggered by unforeseen circumstances. 
D)  seldom has discretionary resources. 
A)  is a system designed to identify objectives and to structure the major tasks of the organization to accomplish them. 
B)  is derailed by unexpected events. 
C)  involves programmatic actions triggered by unforeseen circumstances. 
D)  seldom has discretionary resources.

Question 19

Who should be involved in the planning process?

Accepted Answer

Successful planning should include every

Question 20

Challenges in trying to simultaneously implement a plan and manage change associated with its implementation include which of the following?

Accepted Answer

A)  Dealing with power and politics 
B)  Reducing individual anxiety and resistance 
C)  Maintaining control during the transition period 
D)  all of the above 
A)  Dealing with power and politics 
B)  Reducing individual anxiety and resistance 
C)  Maintaining control during the transition period 
D)  all of the above

Which of the following is not included in the implementation phase of the planning process?

How can managers maintain control during the change transition?

Planning can help managers deal with uncertainty by anticipating what may happen in the future.

Lower level managers and employees should not participate in the budget-setting process.

Which of the following is not one of the five lessons companies can apply to plan for the worst?

When Apple decided in the 1980s that its future lay in merging the computing, communications, and entertainment industries, they were demonstrating the need in planning to

An obsession with paperwork, technical reports, statistical tables and other supporting documentation causes

Separating the plan generators from the plan implementers often leads to

Which of the following is not a key element to a plan?

Opportunistic planning should take precedence over formal planning to structure the major tasks of the organization.

What are the three criteria for an effective strategic action plan?

A downside of moving budgets is that they

DuPont's product introduction goal that began at the top of the organizational pyramid and filtered down to lower echelons where it became more specific is an example of

Which of the following is true of opportunistic and formal planning?

Which of the following statements is not true concerning planning?

The extent to which the strategic action plan fits with organizational characteristics and the external environment is known as

Which of the following is not one of the means of implementing the planned actions?

Opportunistic planning

Who should be involved in the planning process?

Challenges in trying to simultaneously implement a plan and manage change associated with its implementation include which of the following?

Management and Its Evolution

The Culture of Management

Managing Social Responsibility and Ethics

Managing Organizational Culture and Change

Decision Making

Strategic Management

Entrepreneurship and Innovation

Managing the Structure and Design of Organizations

Human Resource Management

Managing Employee Diversity

Leadership in Management

Managing Teams

Managing Communication

Operation and Information System Management

Filters

Exam 5: Managing the Planning Process

Which of the following is not included in the implementation phase of the planning process?

How can managers maintain control during the change transition?

Planning can help managers deal with uncertainty by anticipating what may happen in the future.

Lower level managers and employees should not participate in the budget-setting process.

Which of the following is not one of the five lessons companies can apply to plan for the worst?

When Apple decided in the 1980s that its future lay in merging the computing, communications, and entertainment industries, they were demonstrating the need in planning to

An obsession with paperwork, technical reports, statistical tables and other supporting documentation causes

Separating the plan generators from the plan implementers often leads to

Which of the following is not a key element to a plan?

Opportunistic planning should take precedence over formal planning to structure the major tasks of the organization.

What are the three criteria for an effective strategic action plan?

A downside of moving budgets is that they

DuPont's product introduction goal that began at the top of the organizational pyramid and filtered down to lower echelons where it became more specific is an example of

Which of the following is true of opportunistic and formal planning?

Which of the following statements is not true concerning planning?

The extent to which the strategic action plan fits with organizational characteristics and the external environment is known as

Which of the following is not one of the means of implementing the planned actions?

Opportunistic planning

Who should be involved in the planning process?

Challenges in trying to simultaneously implement a plan and manage change associated with its implementation include which of the following?

Management and Its Evolution

The Culture of Management

Managing Social Responsibility and Ethics

Managing Organizational Culture and Change

Decision Making

Strategic Management

Entrepreneurship and Innovation

Managing the Structure and Design of Organizations

Human Resource Management

Managing Employee Diversity

Leadership in Management

Managing Teams

Managing Communication

Operation and Information System Management

Filters