Question 1

Which of the following is true of planning?

Accepted Answer

A)  It is done by managers at scheduled times. 
B)  It is a one-time process. 
C)  It doesn't need to be evaluated or monitored for viability. 
D)  It can include the active participation of all employees. 
E)  It can deliver results even without implementation. 
A)  It is done by managers at scheduled times. 
B)  It is a one-time process. 
C)  It doesn't need to be evaluated or monitored for viability. 
D)  It can include the active participation of all employees. 
E)  It can deliver results even without implementation.

Question 2

____ set targets for actual performance results.

Accepted Answer

A)  Functional plans 
B)  Learning goals 
C)  Outcome goals 
D)  Strategic plans 
E)  Tactical plans 
A)  Functional plans 
B)  Learning goals 
C)  Outcome goals 
D)  Strategic plans 
E)  Tactical plans

Question 3

In which step of the planning process does one take action and carefully measure progress toward objectives?

Accepted Answer

A)  Define the objectives 
B)  Determine where you stand vis-à-vis objectives 
C)  Implement the plan and evaluate results 
D)  Analyze alternatives and make a plan 
E)  Develop premises regarding future conditions 
A)  Define the objectives 
B)  Determine where you stand vis-à-vis objectives 
C)  Implement the plan and evaluate results 
D)  Analyze alternatives and make a plan 
E)  Develop premises regarding future conditions

Question 4

_____ is the use of external and internal comparisons to better evaluate one's current performance and identify possible ways to improve for the future.

Accepted Answer

A)  Qualitative forecasting 
B)  Quantitative forecasting 
C)  Scenario planning 
D)  Contingency planning 
E)  Benchmarking 
A)  Qualitative forecasting 
B)  Quantitative forecasting 
C)  Scenario planning 
D)  Contingency planning 
E)  Benchmarking

Question 5

In which step of the planning process would one know where one is placed in reaching the goals, and what strengths work in one's favor and what weaknesses may hold one back?

Accepted Answer

A)  Implementing the plan and evaluating results 
B)  Defining the objectives 
C)  Developing premises regarding future conditions 
D)  Analyzing alternatives and making a plan 
E)  Determining where one stands vis-à-vis objectives 
A)  Implementing the plan and evaluating results 
B)  Defining the objectives 
C)  Developing premises regarding future conditions 
D)  Analyzing alternatives and making a plan 
E)  Determining where one stands vis-à-vis objectives

Question 6

A(n) _____ oriented manager anticipates problems and opportunities so they can be dealt with most effectively.

Accepted Answer

A)  result 
B)  employee 
C)  priority 
D)  change 
E)  advantage 
A)  result 
B)  employee 
C)  priority 
D)  change 
E)  advantage

Question 7

An organization with flexibility operates with an orientation toward the past rather than the future.

Accepted Answer

A) True 
 B)False

Question 8

Sahoko, the manager of a construction company, is in charge of allocating equipment and construction workers to different construction projects. She allocates the majority of equipment and workers to high priority projects. In this scenario, Sahoko creates a _____ budget.

Accepted Answer

A)  financial 
B)  operating 
C)  nonmonetary 
D)  zero-based 
E)  personal 
A)  financial 
B)  operating 
C)  nonmonetary 
D)  zero-based 
E)  personal

Question 9

_____ is the process of predicting what will happen in the future.

Accepted Answer

A)  Benchmarking 
B)  Scenario planning 
C)  Contingency planning 
D)  Staff planning 
E)  Forecasting 
A)  Benchmarking 
B)  Scenario planning 
C)  Contingency planning 
D)  Staff planning 
E)  Forecasting

Question 10

_____ identifies alternative courses of action to take when things go wrong.

Accepted Answer

A)  Internal benchmarking 
B)  Contingency planning 
C)  External benchmarking 
D)  Goal setting 
E)  Staff planning 
A)  Internal benchmarking 
B)  Contingency planning 
C)  External benchmarking 
D)  Goal setting 
E)  Staff planning

Question 11

Strategic plans are focused only on a specific department of an organization.

Accepted Answer

A) True 
 B)False

Question 12

Objectives and goals are ____ results that one wishes to achieve.

Accepted Answer

The answer of Objectives and goals are ____ results that...

Question 13

Procedures set broad guidelines for decisions.

Accepted Answer

A) True 
 B)False

Question 14

Without control, the process of _____ lacks the follow-through needed to ensure that things work out as intended.

Accepted Answer

A)  planning 
B)  goal setting 
C)  leading 
D)  problem solving 
E)  directing 
A)  planning 
B)  goal setting 
C)  leading 
D)  problem solving 
E)  directing

Question 15

____ help(s) link tactical goals in means-end fashion with the accomplishment of strategic goals.

Accepted Answer

A)  Functional plans 
B)  Goal alignment 
C)  Hierarchy of goals 
D)  Outcome goals 
E)  Participatory planning 
A)  Functional plans 
B)  Goal alignment 
C)  Hierarchy of goals 
D)  Outcome goals 
E)  Participatory planning

Question 16

As Hazel Inc.'s original suppliers have suddenly shut down, it is now making plans to find alternate suppliers to provide resources for its manufacturing plant. Such plans are referred to as _____ plans.

Accepted Answer

A)  production 
B)  facilities 
C)  marketing 
D)  logistics 
E)  financial 
A)  production 
B)  facilities 
C)  marketing 
D)  logistics 
E)  financial

Question 17

Which of the following is the first step in the planning process?

Accepted Answer

A)  Analyzing alternatives and making a plan 
B)  Defining the objectives 
C)  Implementing the plan and evaluating results 
D)  Determining where one stands vis-à-vis objectives 
E)  Developing premises regarding future conditions 
A)  Analyzing alternatives and making a plan 
B)  Defining the objectives 
C)  Implementing the plan and evaluating results 
D)  Determining where one stands vis-à-vis objectives 
E)  Developing premises regarding future conditions

Question 18

Which of the following management functions deals with the allocation and arrangement of resources to accomplish tasks?

Accepted Answer

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

Question 19

The purpose of benchmarking is to _____.

Accepted Answer

A)  identify alternative future scenarios and make plans to deal with each scenario 
B)  identify alternative courses of action to take when things go wrong 
C)  plan how to incorporate the good, profitable ideas of other organizations into one's own operations 
D)  use expert opinions to predict the future 
E)  use mathematical models and statistical analyses of historical data and surveys to predict future events 
A)  identify alternative future scenarios and make plans to deal with each scenario 
B)  identify alternative courses of action to take when things go wrong 
C)  plan how to incorporate the good, profitable ideas of other organizations into one's own operations 
D)  use expert opinions to predict the future 
E)  use mathematical models and statistical analyses of historical data and surveys to predict future events

Question 20

Controlling is the process of setting objectives and determining how to accomplish them.

Accepted Answer

A) True 
 B)False

Which of the following is true of planning?

____ set targets for actual performance results.

In which step of the planning process does one take action and carefully measure progress toward objectives?

_____ is the use of external and internal comparisons to better evaluate one's current performance and identify possible ways to improve for the future.

In which step of the planning process would one know where one is placed in reaching the goals, and what strengths work in one's favor and what weaknesses may hold one back?

A(n) _____ oriented manager anticipates problems and opportunities so they can be dealt with most effectively.

An organization with flexibility operates with an orientation toward the past rather than the future.

Sahoko, the manager of a construction company, is in charge of allocating equipment and construction workers to different construction projects. She allocates the majority of equipment and workers to high priority projects. In this scenario, Sahoko creates a _____ budget.

_____ is the process of predicting what will happen in the future.

_____ identifies alternative courses of action to take when things go wrong.

Strategic plans are focused only on a specific department of an organization.

Objectives and goals are ____ results that one wishes to achieve.

Procedures set broad guidelines for decisions.

Without control, the process of _____ lacks the follow-through needed to ensure that things work out as intended.

____ help(s) link tactical goals in means-end fashion with the accomplishment of strategic goals.

As Hazel Inc.'s original suppliers have suddenly shut down, it is now making plans to find alternate suppliers to provide resources for its manufacturing plant. Such plans are referred to as _____ plans.

Which of the following is the first step in the planning process?

Which of the following management functions deals with the allocation and arrangement of resources to accomplish tasks?

The purpose of benchmarking is to _____.

Controlling is the process of setting objectives and determining how to accomplish them.

Management, Managers, and Careers

Management Learning Past to Present

Ethics and Social Responsibility

Environment, Technology, and Sustainability

Global Management and Cultural Diversity

Entrepreneurship and New Ventures

Data and Decision Making

Control Processes and Systems

Strategy and Strategic Management

Organization Structures

Organizational Culture and Change

Human Resource Management

Leading and Leadership Development

Individual Behavior

Motivation Theory and Practice

Teams and Teamwork

Communication and Collaboration

Filters

Exam 8: Planning Processes and Techniques

Which of the following is true of planning?

____ set targets for actual performance results.

In which step of the planning process does one take action and carefully measure progress toward objectives?

_____ is the use of external and internal comparisons to better evaluate one's current performance and identify possible ways to improve for the future.

In which step of the planning process would one know where one is placed in reaching the goals, and what strengths work in one's favor and what weaknesses may hold one back?

A(n) _____ oriented manager anticipates problems and opportunities so they can be dealt with most effectively.

An organization with flexibility operates with an orientation toward the past rather than the future.

Sahoko, the manager of a construction company, is in charge of allocating equipment and construction workers to different construction projects. She allocates the majority of equipment and workers to high priority projects. In this scenario, Sahoko creates a _____ budget.

_____ is the process of predicting what will happen in the future.

_____ identifies alternative courses of action to take when things go wrong.

Strategic plans are focused only on a specific department of an organization.

Objectives and goals are ____ results that one wishes to achieve.

Procedures set broad guidelines for decisions.

Without control, the process of _____ lacks the follow-through needed to ensure that things work out as intended.

____ help(s) link tactical goals in means-end fashion with the accomplishment of strategic goals.

As Hazel Inc.'s original suppliers have suddenly shut down, it is now making plans to find alternate suppliers to provide resources for its manufacturing plant. Such plans are referred to as _____ plans.

Which of the following is the first step in the planning process?

Which of the following management functions deals with the allocation and arrangement of resources to accomplish tasks?

The purpose of benchmarking is to _____.

Controlling is the process of setting objectives and determining how to accomplish them.

Management, Managers, and Careers

Management Learning Past to Present

Ethics and Social Responsibility

Environment, Technology, and Sustainability

Global Management and Cultural Diversity

Entrepreneurship and New Ventures

Data and Decision Making

Control Processes and Systems

Strategy and Strategic Management

Organization Structures

Organizational Culture and Change

Human Resource Management

Leading and Leadership Development

Individual Behavior

Motivation Theory and Practice

Teams and Teamwork

Communication and Collaboration

Filters