Question 1

Strategic planning tends to be long-term and may define organizational action steps from two to five years in the future.

Accepted Answer

A) True 
 B)False

Question 2

____________________ describes the organization's reason for existence.

Accepted Answer

The answer of ____________________ describes the organization's reason for existence....

Question 3

The final stage of the strategic management process is execution of the strategy.

Accepted Answer

A) True 
 B)False

Question 4

Threats are characteristics of the internal environment that may prevent the organization from achieving its strategic goals.

Accepted Answer

A) True 
 B)False

Question 5

List four reasons why planning generally positively affects a company's performance?

Accepted Answer

Explicit goals and plans can s

Question 6

Which of the following is not a step in the organizational planning process?

Accepted Answer

A)  Monitor and learn 
B)  Plan operations 
C)  Translate the plan 
D)  Develop the plan 
E)  Plan marketing tactics 
A)  Monitor and learn 
B)  Plan operations 
C)  Translate the plan 
D)  Develop the plan 
E)  Plan marketing tactics

Question 7

After Sunshine Systems merged with RTD Enterprises,company executives noticed that due to increased employee collaboration between the two units,costs were down and revenues increased within both areas. This is an example of what business phenomenon?

Accepted Answer

A)  Strategy execution 
B)  Portfolio strategy 
C)  Core competency 
D)  Synergy 
E)  Delivering value 
A)  Strategy execution 
B)  Portfolio strategy 
C)  Core competency 
D)  Synergy 
E)  Delivering value

Question 8

Tactical goals are specific,measurable results expected from departments,work groups,and individuals within the organization.

Accepted Answer

A) True 
 B)False

Question 9

Briefly describe the five competitive forces identified by Michael E.Porter.

Accepted Answer

Potential new entrants: Capital requirem

Question 10

When properly managed,____ can create additional value with existing resources,providing a big boost to the bottom line.

Accepted Answer

A)  synergy 
B)  competitors 
C)  government contacts 
D)  command structure 
E)  cooperation among customers 
A)  synergy 
B)  competitors 
C)  government contacts 
D)  command structure 
E)  cooperation among customers

Question 11

The condition that exists when the organization's parts interact to produce a joint effect that is greater than the sum of the parts acting alone is known as

Accepted Answer

A)  core competence. 
B)  synergy. 
C)  value creation. 
D)  business-level strategy. 
E)  multidomestic strategy. 
A)  core competence. 
B)  synergy. 
C)  value creation. 
D)  business-level strategy. 
E)  multidomestic strategy.

Question 12

Managers work with planning experts to develop their own goals and plans in decentralized planning.

Accepted Answer

A) True 
 B)False

Question 13

A(n)____________________ is a blueprint for goal achievement and specifies the necessary resource allocations,schedules,tasks,and other actions.

Accepted Answer

The answer of A(n)____________________ is a blueprint for goal achievement...

Question 14

When detecting signals from the external environment as a part of crisis planning,managers are in the preparation stage.

Accepted Answer

A) True 
 B)False

Question 15

____________________ are designed to help execute major strategic plans and to accomplish a specific part of the company's strategy.

Accepted Answer

The answer of ____________________ are designed to help execute major...

Question 16

Briefly describe the tools for putting strategy into action.

Accepted Answer

The tools for putting strategy into acti

Question 17

Because everything else stems from leading,of the four management functions,leading is considered the most fundamental.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following is NOT one of Porter's competitive forces?

Accepted Answer

A)  Potential new entrants 
B)  Bargaining power of suppliers 
C)  Bargaining power of stockholders 
D)  Bargaining power of customers 
E)  Rivalry among competitors 
A)  Potential new entrants 
B)  Bargaining power of suppliers 
C)  Bargaining power of stockholders 
D)  Bargaining power of customers 
E)  Rivalry among competitors

Question 19

One of the biggest benefits of planning is that,in turbulent environments,plans create greater organizational flexibility.

Accepted Answer

A) True 
 B)False

Question 20

Fred has been assigned to conduct a SWOT analysis for his organization,Flintstones,Inc.As part of this assignment,Fred will

Accepted Answer

A)  conduct an external wage survey. 
B)  search for the strengths, weaknesses, opportunities, and threats that impact his firm. 
C)  choose a grand strategy for his firm. 
D)  do a cost/benefit analysis. 
E)  develop a mission. 
A)  conduct an external wage survey. 
B)  search for the strengths, weaknesses, opportunities, and threats that impact his firm. 
C)  choose a grand strategy for his firm. 
D)  do a cost/benefit analysis. 
E)  develop a mission.

Strategic planning tends to be long-term and may define organizational action steps from two to five years in the future.

____________________ describes the organization's reason for existence.

The final stage of the strategic management process is execution of the strategy.

Threats are characteristics of the internal environment that may prevent the organization from achieving its strategic goals.

List four reasons why planning generally positively affects a company's performance?

Which of the following is not a step in the organizational planning process?

After Sunshine Systems merged with RTD Enterprises,company executives noticed that due to increased employee collaboration between the two units,costs were down and revenues increased within both areas. This is an example of what business phenomenon?

Tactical goals are specific,measurable results expected from departments,work groups,and individuals within the organization.

Briefly describe the five competitive forces identified by Michael E.Porter.

When properly managed,____ can create additional value with existing resources,providing a big boost to the bottom line.

The condition that exists when the organization's parts interact to produce a joint effect that is greater than the sum of the parts acting alone is known as

Managers work with planning experts to develop their own goals and plans in decentralized planning.

A(n)____________________ is a blueprint for goal achievement and specifies the necessary resource allocations,schedules,tasks,and other actions.

When detecting signals from the external environment as a part of crisis planning,managers are in the preparation stage.

____________________ are designed to help execute major strategic plans and to accomplish a specific part of the company's strategy.

Briefly describe the tools for putting strategy into action.

Because everything else stems from leading,of the four management functions,leading is considered the most fundamental.

Which of the following is NOT one of Porter's competitive forces?

One of the biggest benefits of planning is that,in turbulent environments,plans create greater organizational flexibility.

Fred has been assigned to conduct a SWOT analysis for his organization,Flintstones,Inc.As part of this assignment,Fred will

Innovative Management for a Changing World

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managerial Decision Making

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources and Diversity

Understanding Individual Behavior

Leadership

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Appendix-Managing Human Resources and Diversity

Filters

Exam 5: Managerial Planning and Goal Setting

Strategic planning tends to be long-term and may define organizational action steps from two to five years in the future.

____________________ describes the organization's reason for existence.

The final stage of the strategic management process is execution of the strategy.

Threats are characteristics of the internal environment that may prevent the organization from achieving its strategic goals.

List four reasons why planning generally positively affects a company's performance?

Which of the following is not a step in the organizational planning process?

After Sunshine Systems merged with RTD Enterprises,company executives noticed that due to increased employee collaboration between the two units,costs were down and revenues increased within both areas. This is an example of what business phenomenon?

Tactical goals are specific,measurable results expected from departments,work groups,and individuals within the organization.

Briefly describe the five competitive forces identified by Michael E.Porter.

When properly managed,____ can create additional value with existing resources,providing a big boost to the bottom line.

The condition that exists when the organization's parts interact to produce a joint effect that is greater than the sum of the parts acting alone is known as

Managers work with planning experts to develop their own goals and plans in decentralized planning.

A(n)____________________ is a blueprint for goal achievement and specifies the necessary resource allocations,schedules,tasks,and other actions.

When detecting signals from the external environment as a part of crisis planning,managers are in the preparation stage.

____________________ are designed to help execute major strategic plans and to accomplish a specific part of the company's strategy.

Briefly describe the tools for putting strategy into action.

Because everything else stems from leading,of the four management functions,leading is considered the most fundamental.

Which of the following is NOT one of Porter's competitive forces?

One of the biggest benefits of planning is that,in turbulent environments,plans create greater organizational flexibility.

Fred has been assigned to conduct a SWOT analysis for his organization,Flintstones,Inc.As part of this assignment,Fred will

Innovative Management for a Changing World

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managerial Decision Making

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources and Diversity

Understanding Individual Behavior

Leadership

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Appendix-Managing Human Resources and Diversity

Filters