Question 1

Line managers and those employees directly responsible for individual tasks create

Accepted Answer

A)  tactical action plans. 
B)  strategic action plans. 
C)  operational action plans. 
D)  departmental action plans. 
A)  tactical action plans. 
B)  strategic action plans. 
C)  operational action plans. 
D)  departmental action plans.

Question 2

Which of the following is true of performance standards?

Accepted Answer

A)  The establishment of performance standards is the end result of any planning process. 
B)  Performance standards define expected behaviors for organizational members. 
C)  Performance standards allow for the assessment of programs. 
D)  all of the above 
A)  The establishment of performance standards is the end result of any planning process. 
B)  Performance standards define expected behaviors for organizational members. 
C)  Performance standards allow for the assessment of programs. 
D)  all of the above

Question 3

What are the pitfalls of planning?

Accepted Answer

There are a number of pitfalls of planni

Question 4

What are the three types of actions normally planned after objectives have been established?

Accepted Answer

A)  Strategic, divisional, and departmental 
B)  Strategic, tactical, and operational 
C)  Operational, departmental, and executive 
D)  Departmental, strategic, and mid-level 
A)  Strategic, divisional, and departmental 
B)  Strategic, tactical, and operational 
C)  Operational, departmental, and executive 
D)  Departmental, strategic, and mid-level

Question 5

To be the most effective, the planning process should be a top-down exercise.

Accepted Answer

A) True 
 B)False

Question 6

A general guide for managers and employees to follow is a

Accepted Answer

A)  mission. 
B)  procedure. 
C)  policy. 
D)  rule. 
A)  mission. 
B)  procedure. 
C)  policy. 
D)  rule.

Question 7

Planning is as much an art as a science.

Accepted Answer

A) True 
 B)False

Question 8

Who is normally responsible for developing strategic action plans?

Accepted Answer

A)  Mid-level managers 
B)  First-line managers 
C)  Top executives 
D)  Subordinates 
A)  Mid-level managers 
B)  First-line managers 
C)  Top executives 
D)  Subordinates

Question 9

When the Acme Company anticipates what may happen in the future by planning four different views of the future and then spells out what to do in each of these future views, they are using

Accepted Answer

A)  escalation of commitment. 
B)  contingency planning. 
C)  a control system. 
D)  opportunistic planning. 
A)  escalation of commitment. 
B)  contingency planning. 
C)  a control system. 
D)  opportunistic planning.

Question 10

Action plans developed at the department level are

Accepted Answer

A)  strategic. 
B)  tactical. 
C)  opportunistic. 
D)  operational. 
A)  strategic. 
B)  tactical. 
C)  opportunistic. 
D)  operational.

Question 11

In keeping planning a continuous process that is attuned to changes in both the internal and external environment, firms should consider all of the following except

Accepted Answer

A)  the use of two-way feedback between managers and employees in the performance appraisal process. 
B)  scheduled retreats of key managers and employees. 
C)  carefully analyzing circumstances and avoiding "seat of the pants" crisis management. 
D)  the creation of standing cross-functional committees. 
A)  the use of two-way feedback between managers and employees in the performance appraisal process. 
B)  scheduled retreats of key managers and employees. 
C)  carefully analyzing circumstances and avoiding "seat of the pants" crisis management. 
D)  the creation of standing cross-functional committees.

Question 12

The strength of MBO is its

Accepted Answer

A)  ease of use. 
B)  lack of control mechanisms. 
C)  measurability. 
D)  ease of development. 
A)  ease of use. 
B)  lack of control mechanisms. 
C)  measurability. 
D)  ease of development.

Question 13

Behavior is best motivated with objectives that are

Accepted Answer

A)  general and measurable. 
B)  specific and measurable. 
C)  ambiguous and measurable. 
D)  general and ambiguous. 
A)  general and measurable. 
B)  specific and measurable. 
C)  ambiguous and measurable. 
D)  general and ambiguous.

Question 14

Common examples of inaccurate forecasts driving poor strategic decisions include

Accepted Answer

A)  poor estimates of the demand for new products. 
B)  miscalculation of the impact of international competition on product lines. 
C)  changes in the economic and legal systems. 
D)  all of the above 
A)  poor estimates of the demand for new products. 
B)  miscalculation of the impact of international competition on product lines. 
C)  changes in the economic and legal systems. 
D)  all of the above

Question 15

What is planning?

Accepted Answer

Planning is the management fun

Question 16

When company executives fail to abandon a plan after large resources have been spent on it even though the evidence suggests that the plan is not working is called

Accepted Answer

A)  scenario planning. 
B)  a control system. 
C)  escalation of commitment. 
D)  contingency planning. 
A)  scenario planning. 
B)  a control system. 
C)  escalation of commitment. 
D)  contingency planning.

Question 17

Why must businesses focus attention on different time horizons when planning?

Accepted Answer

Many business programs may tak

Question 18

When workers participate in the planning process, they tend to

Accepted Answer

A)  "buy in" and work harder. 
B)  confuse the issues. 
C)  bring little to the table. 
D)  provide too much detail. 
A)  "buy in" and work harder. 
B)  confuse the issues. 
C)  bring little to the table. 
D)  provide too much detail.

Question 19

A centralized planning process

Accepted Answer

A)  should be replaced with a decentralized process in large corporations to ensure buy-in. 
B)  can help managers understand how actions in one area have consequences for other units. 
C)  focuses attention on different time horizons. 
D)  ensures adequate assessment of external forces. 
A)  should be replaced with a decentralized process in large corporations to ensure buy-in. 
B)  can help managers understand how actions in one area have consequences for other units. 
C)  focuses attention on different time horizons. 
D)  ensures adequate assessment of external forces.

Question 20

Objectives should

Accepted Answer

A)  be achievable. 
B)  leave an open-ended timetable. 
C)  be challenging and require employees to stretch. 
D)  all of the above 
A)  be achievable. 
B)  leave an open-ended timetable. 
C)  be challenging and require employees to stretch. 
D)  all of the above

Line managers and those employees directly responsible for individual tasks create

Which of the following is true of performance standards?

What are the pitfalls of planning?

What are the three types of actions normally planned after objectives have been established?

To be the most effective, the planning process should be a top-down exercise.

A general guide for managers and employees to follow is a

Planning is as much an art as a science.

Who is normally responsible for developing strategic action plans?

When the Acme Company anticipates what may happen in the future by planning four different views of the future and then spells out what to do in each of these future views, they are using

Action plans developed at the department level are

In keeping planning a continuous process that is attuned to changes in both the internal and external environment, firms should consider all of the following except

The strength of MBO is its

Behavior is best motivated with objectives that are

Common examples of inaccurate forecasts driving poor strategic decisions include

What is planning?

When company executives fail to abandon a plan after large resources have been spent on it even though the evidence suggests that the plan is not working is called

Why must businesses focus attention on different time horizons when planning?

When workers participate in the planning process, they tend to

A centralized planning process

Objectives should

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

Line managers and those employees directly responsible for individual tasks create

Which of the following is true of performance standards?

What are the pitfalls of planning?

What are the three types of actions normally planned after objectives have been established?

To be the most effective, the planning process should be a top-down exercise.

A general guide for managers and employees to follow is a

Planning is as much an art as a science.

Who is normally responsible for developing strategic action plans?

When the Acme Company anticipates what may happen in the future by planning four different views of the future and then spells out what to do in each of these future views, they are using

Action plans developed at the department level are

In keeping planning a continuous process that is attuned to changes in both the internal and external environment, firms should consider all of the following except

The strength of MBO is its

Behavior is best motivated with objectives that are

Common examples of inaccurate forecasts driving poor strategic decisions include

What is planning?

When company executives fail to abandon a plan after large resources have been spent on it even though the evidence suggests that the plan is not working is called

Why must businesses focus attention on different time horizons when planning?

When workers participate in the planning process, they tend to

A centralized planning process

Objectives should

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