管理学第9版-练习题-附答案-7.doc

Chapter 7 Foundations of Planning
TRUE/FALSE QUESTIONS
WHAT IS PLANNING？
1. Planning is concerned with how objectives are to be accomplished, not what is to be accomplished.
2. If a manager refuses to write anything down or share his plans with others in the organization， he is not truly planning。
WHY DO MANAGERS PLAN？
3. Planning provides direction to managers and nonmanagers alike.
4. Even without planning， departments and individuals always work together, allowing organizations to move efficiently toward its goals。
5. Research indicates that nonplanning organizations always outperform planning organizations。
HOW DO MANAGERS PLAN?
6. Goals are the foundation of organizational planning.
7. Most businesses have only one objective： to make a profit。
8. Most companies’ goals can be classified as either strategic or financial.
9. Strategic goals are related to the financial performance of the organization。
10. An organization’s real goals are often quite irrelevant to what actually goes on。
11. Operational plans specify the details of how the achievement of the overall objectives is to be obtained.
12. Long term used to mean anything over three years, but now it means anything over one year。
13. Short-term plans are those covering one year or less.
14. Directional plans have clearly defined objectives.
ESTABLISHING GOALS AND DEVELOPING PLANS
15. An integrated network of goals is sometimes called a means-end chain。
16. In MBO, or management by objectives, goals are often less well—defined, giving managers and employees more flexibility to respond to changing conditions。
17. In a typical MBO program， successful achievement of objectives is reinforced by performance—based rewards.
18. An MBO program consists of four elements： loose goals， participative decision making, an explicit time period, and performance feedback.
19. Studies of actual MBO programs find mixed results in terms of its effects on overall employee performance and organizational productivity.
20. In times of dynamic environmental change， well-defined and precisely developed action plans enhance organizational performance.
21. A well-designed goal should be measurable and quantifiable。
22. Goals that are too easy to accomplish are not motivating and neither are goals that are not attainable even with exceptional effort。
23. The second step in goal setting is to determine the goals individually or with input from others。
24. The more the current plans affect future commitments, the longer the time frame for which managers should plan。
CONTEMPORARY ISSUES IN PLANNING
25. Planning is a waste of time in a volatile environment.
26. A major argument against formal plans can’t replace intuition and creativity.
27. It’s not enough for managers just to plan. They have to start setting goals.
28. In today's dynamic business environment， successful firms recognize that planning is an ongoing process, not a tablet of rules cast in stone。
29. Managers must be able to follow through with plans even if conditions change。
30. Effective planning in dynamic environments means flattening the organizational hierarchy.
MULTIPLE-CHOICE QUESTIONS
For each of the following, choose the answer that most completely answers the question.
WHAT IS PLANNING？
31. Planning involves defining the organization’s goals， establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans _____________。
a. as to which shift will perform what work functions
b. to determine which manager will be in charge of which department
c. for organizational work activities
d. to establish the quality and quantity of work to be accomplished
32. In informal planning， __________ sharing of goals with others in the organization。
a. everything may be written down, but there is little or no
b. everything is written down， and there is
c. nothing is written down， and there is little or no
d. nothing is written down; therefore management does a lot of
33. Informal planning is _________。
a. performed at the lowest organizational level
b. general and lacks continuity
c. developed in informal meetings at a resort
d. specific and is developed by the middle managers for their department
34. In formal planning， _________。
a. specific goals covering a period of years are defined
b. specific goals are developed and not written
c. general goals are developed and not written
d. general goals covering an unspecified period of years are defined
35. Formal planning involves which of the following aspects？
a. developing general objectives
b. planning for up to one year
c. writing objectives
d. distributing the plan to all managerial employees
WHY DO MANAGERS PLAN？
36. The effect of planning on managers is that it forces them to _______________.
a. react to change
b. consider the impact of change
c. respond indiscriminately
d. develop bureaucratic response models
37. Planning can’t eliminate change。 Managers plan in order to ___________。
a. be prepared for when changes in management at the top occurs
b. anticipate changes and develop the most effective response to changes
c. decide what needs to be done when a change in environments happen
d. have the appropriate materials available when the demand for them comes about
38. Planning gives direction, reduces the impact of change, minimizes waste and redundancy, and __________.
a. establishes the workloads for each of the departments
b. sets the basis used for promotion of individuals within the organization
c. eliminates departments that are not needed within the plan
d. sets the standards used in controlling
39. Studies of performance in organizations that plan have reached ___________。
a. somewhat negative conclusions regarding the benefits of planning
b. generally mixed conclusions regarding the benefits of planning
c. generally negative conclusions regarding the benefits of planning
d. generally positive conclusions regarding the benefits of planning
40. The quality of the planning process and the appropriate implementation of the plans probably ___________.
a. don’t contribute to high performance nearly as much as the extent of planning
b. contribute more to high performance than does the extent of planning
c. contribute less to high performance than does the extent of planning
d. should be studied more to factually determine which contributes the most
41. In studies in which formal planning did not lead to higher performance， ____________.
a. the external environment often was the culprit
b. management's execution of the plans was most often the reason for failure
c. employees’ implementation of the plans was the primary reason for failure
d. lack of communication was most often the reason for failure
42. Governmental regulations， powerful labor unions， and other critical environmental forces constrain managers’ options and __________ the impact of planning on an organization’s performance。
a. reduce
b. increase
c. neutralize
d. don’t affect
HOW DO MANAGERS PLAN？
43. Planning is often called the primary management function because it ____________。
a. offers some basis for future decision making
b. creates the vision for the organizational members to work toward
c. establishes the basis for all the other functions
d. sets the tone for the organizational culture
44. Planning involves two important elements： ___________.
a. goals and decisions
b. goals and plans
c. plans and decisions
d. goals and actions
45. Goals are objectives, __________。
a. and we use the two terms interchangeably
b. but goals are long term, and objectives are short term
c. but goals are used by top management， and objectives are used by first—level management
d. but goals are used in reference to profits， and objectives are used in reference to production output
46. Plans are documents that outline how goals are going to be met and ___________.
a. define which department has what responsibilities needed to accomplish the goals
b. tell what materials and processes are necessary to fulfill the goals
c. identify how much capital is required to complete the goals
d. describe resource allocations， schedules， and other necessary actions to accomplish the goals
47. __________ can evaluate whether an organization is successful。
a. A goal is the only measure that
b. No single measure
c. Plans are also a measure that
d. Stakeholders are the only groups that
48. When managers emphasize one goal, they ___________.
a. assure that the one goal will be accomplished even above the established level
b. ignore other goals that must also be reached if long—term success is to achieved
c. make the goal easier to be accomplished by all organizational members
d. deny the organizational members the opportunity to grow and develop
49. Using a single objective can result in unethical practices because managers ____________。
a. want to satisfy the stockholders of the organization
b. will manipulate the outcomes reported to assure that the one objective is achieved
c. will ignore other important parts of their jobs in order to look good on that one measure
d. will use overtime to accomplish that single objective without reporting it
50. Official statements of what an organization says and what it wants its various stakeholders to believe are referred to as ___________。
a. real goals
b. stated goals
c. committed goals
d. comprehensive goals
51. The conflict in stated goals exists because organizations respond to a variety of _______________。
a. stakeholders
b. external environments
c. governmental regulations
d. stockholders
52. Which of the following is true concerning an organization’s stated objectives？
a. Organizations issue identical objectives to all constituents.
b. Organizations typically have internal and external sets of objectives。
c. Organizations may issue different objectives to stockholders, customers， employees, and the public。
d. Stated objectives are usually in line with short—term actions。
53. What should a person do to understand what the real objectives of the organization are？
a. observe organizational members’ actions
b. attend a stockholders’ annual meeting
c. read their annual report
d. watch television news reports
54. The most common ways to describe organizational plans are by their frequency of use， time frame， specificity， and ___________.
a. quantifiability
b. flexibility
c. breadth
d. attainability
55. When we categorize plans as being directional versus specific, we are categorizing them by ____________.
a. breadth
b. specificity
c. frequency of use
d. depth
56. When we categorize plans as being single-use versus standing, we categorize them by ____________。
a. breadth
b. specificity
c. frequency of use
d. time frame
57. Strategic plans are plans that apply to the entire organization， establish the organization’s overall goals， and ____________。
a. guide the organization toward maximizing organizational profits for the stockholders
b. attempt to satisfy all government regulations while maximizing profits
c. satisfy the organization's stakeholders
d. seek to position the organization in terms of its environment
58. Operational plans specify the details of ___________。
a. what department performs which functional process to accomplish the goals
b. what materials are required for which product being produced
c. when each product model is to be produced
d. how the overall goals are to be achieved
59. Strategic plans tend to cover a longer period of time than operational goals and also _____________.
a. cover a more narrow view of the organization
b. cover the financial projections of the planning period
c. cover a broader view of the organization
d. include an estimate of the profits that the stockholder can anticipate as dividends
60. Strategic plans include the formulation of goals， whereas operational plans define ways to _____________.
a. maximize the organization’s profits
b. achieve the goals
c. minimize the number of employees that have to be laid off in hard times
d. provide the most efficient methods of production
61. As organizational environments have become more uncertain, ____________。
a. organizations are having to make longer term plans
b. organizations have to resist the uncertainties to keep the plans moving toward the objectives
c. organizations have to request that the government pass more legislation restricting the amount of uncertainty
d. the definition of long term has changed
62. Specific plans are clearly defined and ____________。
a. allow managers to their interpret “flexibility" on their own
b. leave no room for interpretation
c. give the managers authority to interpret the plans for their area of responsibility
d. keep the stakeholders informed of the organization’s objectives
63. A state legislative plan that calls for a 2。45 percent increase in tobacco sales tax for the next 2 years would be considered what type of plan？
a. strategic
b. operational
c. specific
d. directional
64. Directional plans _____________。
a. have clearly defined objectives
b. identify general guidelines
c. meet the needs of a unique situation
d. last for 3–5 years
65. The flexibility inherent in directional plans must be weighed against the _____________。
a. gain of a shorter planning period by specific plans
b. gain of a longer planning provided by specific plans
c. loss of clarity provided by specific plans
d. loss of a shorter planning period by specific plans
66. __________ is a one—time plan specifically designed to meet the needs of a unique situation。
a. A multipurpose plan
b. A strategic plan
c. An operational plan
d. A single—use plan
67. Standing plans are ongoing plans that provide ____________。
a. general directions of how to accomplish an identifiable task
b. stakeholders with identifiable goals that the organization will always strive to achieve
c. the stockholders with identifiable goals that the organization will always strive to achieve
d. guidance for activities performed repeatedly
68. A city’s policy concerning skateboarding on downtown sidewalks that provides guidance for police action would be considered what type of plan？
a. standing
b. contingency
c. directional
d. single-use
ESTABLISHING GOALS AND DEVELOPING PLANS
69. Goals provide the direction for all management decisions and actions and form the _____________。
a. profit basis that the organizations will accomplish for stockholders
b. desired outcomes that the organizational members will achieve
c. basis for the sharing of profits with the employees at the end
d. criteria against which actual accomplishments are measured
70. With traditional goal setting, the goals are set at the top level of management and _____________。
a. then they become the responsibility of first-line management to achieve the goals
b. then they are bro