Question 1

Which of the following is NOT something that a company would be likely to do as a part of a competitive intelligence program?

Accepted Answer

A) buy competitors' products 
B) attend trade shows 
C) have employees evaluate competing products 
D) buy stock in a competitor's company 
A) buy competitors' products 
B) attend trade shows 
C) have employees evaluate competing products 
D) buy stock in a competitor's company D

Question 2

MBO programs usually are successful largely because they ________.

Accepted Answer

A) give employees a sense of ownership of goals 
B) free managers from the responsibility of setting goals 
C) give managers a sense of ownership of goals 
D) free employees from responsibility if goals are not met 
A) give employees a sense of ownership of goals 
B) free managers from the responsibility of setting goals 
C) give managers a sense of ownership of goals 
D) free employees from responsibility if goals are not met A

Question 3

Two companies that both sell fine timepieces combine.What are they doing?

Accepted Answer

A) diversifying, because they both sell the same products 
B) integrating vertically, because they both sell the same products 
C) integrating vertically in a backward direction, because they are sharing distribution 
D) integrating horizontally, because they both sell similar products 
A) diversifying, because they both sell the same products 
B) integrating vertically, because they both sell the same products 
C) integrating vertically in a backward direction, because they are sharing distribution 
D) integrating horizontally, because they both sell similar products D

Question 4

One criticism of formal planning is that it focuses on how to beat the competition rather than how to ________.

Accepted Answer

A) have cordial relationships with the competition 
B) focus on new opportunities 
C) balance the organization's budget 
D) cooperate with the competition 
A) have cordial relationships with the competition 
B) focus on new opportunities 
C) balance the organization's budget 
D) cooperate with the competition

Question 5

A focus strategy seeks to appeal to a narrow segment of a market.

Accepted Answer

A) True 
 B)False

Question 6

An organization that fails to plan will find it hard to assess progress.

Accepted Answer

A) True 
 B)False

Question 7

Buying a competitor's product for evaluation is a form of environmental scanning.

Accepted Answer

A) True 
 B)False

Question 8

In addition to being made by both managers and employees, MBO goals must be ________.

Accepted Answer

A) nonspecific and open-ended with regard to time 
B) specific and open-ended with regard to time 
C) specific and include an explicit time limit 
D) nonspecific and include no time limit 
A) nonspecific and open-ended with regard to time 
B) specific and open-ended with regard to time 
C) specific and include an explicit time limit 
D) nonspecific and include no time limit

Question 9

Competitive advantages for a high-prestige, premium coffee franchise like Starbucks are likely to include all of the following EXCEPT ________.

Accepted Answer

A) high quality 
B) lowest prices 
C) well-trained employees 
D) pleasant venues 
A) high quality 
B) lowest prices 
C) well-trained employees 
D) pleasant venues

Question 10

Standing plans typically can be used ________.

Accepted Answer

A) only once 
B) only in conjunction with specific, long-term plans 
C) twice at most 
D) repeatedly 
A) only once 
B) only in conjunction with specific, long-term plans 
C) twice at most 
D) repeatedly

Question 11

In a short essay, discuss environmental scanning and competitive intelligence.

Accepted Answer

Managers in both small and large organiz

Question 12

An internal analysis, the third step of the strategic management process helps identify ________.

Accepted Answer

A) opportunities and threats 
B) resources and capabilities 
C) opportunities and possibilities 
D) values and philosophy 
A) opportunities and threats 
B) resources and capabilities 
C) opportunities and possibilities 
D) values and philosophy

Question 13

In forward vertical integration, a company becomes its own ________, while in backward vertical integration, the company is its own ________.

Accepted Answer

A) supplier; distributor 
B) supplier; customer 
C) distributor; monitor 
D) distributor; supplier 
A) supplier; distributor 
B) supplier; customer 
C) distributor; monitor 
D) distributor; supplier

Question 14

A company with a stability strategy will plan to dramatically increase market share in a highly competitive market.

Accepted Answer

A) True 
 B)False

Question 15

SWOT analysis identifies and analyzes an organization's ________.

Accepted Answer

A) strengths, weaknesses, opportunities, and threats 
B) strategy for competing in the market 
C) human resource assets 
D) long-term goals 
A) strengths, weaknesses, opportunities, and threats 
B) strategy for competing in the market 
C) human resource assets 
D) long-term goals

Question 16

Which of the following is NOT a reason for managers to plan?

Accepted Answer

A) to give direction to an organization 
B) to deal with change 
C) to establish goals 
D) to establish responsibility for mistakes 
A) to give direction to an organization 
B) to deal with change 
C) to establish goals 
D) to establish responsibility for mistakes

Question 17

In studies in which formal planning did not lead to higher performance, ________ usually the culprit.

Accepted Answer

A) unforeseen events in the environment were 
B) demanding employees were 
C) stubborn ownership was 
D) lack of communication was 
A) unforeseen events in the environment were 
B) demanding employees were 
C) stubborn ownership was 
D) lack of communication was

Question 18

A major strength of formal planning is that it reinforces past successes and incorporates them into the future.

Accepted Answer

A) True 
 B)False

Question 19

One effect of planning on managers is that it forces them to ________.

Accepted Answer

A) fear change 
B) anticipate and consider the effect of change 
C) work to prevent change 
D) ignore any change that doesn't directly affect them 
A) fear change 
B) anticipate and consider the effect of change 
C) work to prevent change 
D) ignore any change that doesn't directly affect them

Question 20

Which of the following functional areas has become an important strategic element for companies such as Prada?

Accepted Answer

A) customer servicer 
B) cost control and accounting 
C) human resources 
D) information technology 
A) customer servicer 
B) cost control and accounting 
C) human resources 
D) information technology

Which of the following is NOT something that a company would be likely to do as a part of a competitive intelligence program?

MBO programs usually are successful largely because they ________.

Two companies that both sell fine timepieces combine.What are they doing?

One criticism of formal planning is that it focuses on how to beat the competition rather than how to ________.

A focus strategy seeks to appeal to a narrow segment of a market.

An organization that fails to plan will find it hard to assess progress.

Buying a competitor's product for evaluation is a form of environmental scanning.

In addition to being made by both managers and employees, MBO goals must be ________.

Competitive advantages for a high-prestige, premium coffee franchise like Starbucks are likely to include all of the following EXCEPT ________.

Standing plans typically can be used ________.

In a short essay, discuss environmental scanning and competitive intelligence.

An internal analysis, the third step of the strategic management process helps identify ________.

In forward vertical integration, a company becomes its own , while in backward vertical integration, the company is its own .

A company with a stability strategy will plan to dramatically increase market share in a highly competitive market.

SWOT analysis identifies and analyzes an organization's ________.

Which of the following is NOT a reason for managers to plan?

In studies in which formal planning did not lead to higher performance, ________ usually the culprit.

A major strength of formal planning is that it reinforces past successes and incorporates them into the future.

One effect of planning on managers is that it forces them to ________.

Which of the following functional areas has become an important strategic element for companies such as Prada?

Managers and Management

The Management Environment

Integrative Managerial Issues

Foundations of Decision Making

Organization Structure

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behavior

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Foundations of Control

Operations Management

History Module

Quantitative Module

Career Module

Entrepreneurship Module

Filters

Exam 5: Foundations of Planning

Which of the following is NOT something that a company would be likely to do as a part of a competitive intelligence program?

MBO programs usually are successful largely because they ________.

Two companies that both sell fine timepieces combine.What are they doing?

One criticism of formal planning is that it focuses on how to beat the competition rather than how to ________.

A focus strategy seeks to appeal to a narrow segment of a market.

An organization that fails to plan will find it hard to assess progress.

Buying a competitor's product for evaluation is a form of environmental scanning.

In addition to being made by both managers and employees, MBO goals must be ________.

Competitive advantages for a high-prestige, premium coffee franchise like Starbucks are likely to include all of the following EXCEPT ________.

Standing plans typically can be used ________.

In a short essay, discuss environmental scanning and competitive intelligence.

An internal analysis, the third step of the strategic management process helps identify ________.

In forward vertical integration, a company becomes its own ________, while in backward vertical integration, the company is its own ________.

A company with a stability strategy will plan to dramatically increase market share in a highly competitive market.

SWOT analysis identifies and analyzes an organization's ________.

Which of the following is NOT a reason for managers to plan?

In studies in which formal planning did not lead to higher performance, ________ usually the culprit.

A major strength of formal planning is that it reinforces past successes and incorporates them into the future.

One effect of planning on managers is that it forces them to ________.

Which of the following functional areas has become an important strategic element for companies such as Prada?

Managers and Management

The Management Environment

Integrative Managerial Issues

Foundations of Decision Making

Organization Structure

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behavior

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Foundations of Control

Operations Management

History Module

Quantitative Module

Career Module

Entrepreneurship Module

Filters

In forward vertical integration, a company becomes its own , while in backward vertical integration, the company is its own .