Question 1

One major problem with MBO is:

Accepted Answer

A)  it discourages individual creativity 
B)  it does not work well in constantly changing environments 
C)  it decreases employee motivation 
D)  it does not work well in non-profit organisations 
E)  None of these choices. 
A)  it discourages individual creativity 
B)  it does not work well in constantly changing environments 
C)  it decreases employee motivation 
D)  it does not work well in non-profit organisations 
E)  None of these choices.

Question 2

Three major ways in which to manage a crisis are: planning,prevention and preparation.

Accepted Answer

A) True 
 B)False

Question 3

To be effective,goals must be set for every aspect of employee behaviour or organisational performance.

Accepted Answer

A) True 
 B)False

Question 4

Contingency plans are:

Accepted Answer

A)  plans that are developed to achieve a set of goals that are unlikely to be repeated in the future 
B)  plans that used to provide guidance for tasks performed repeatedly within the organisation 
C)  plans that define company responses to specific situations, such as emergencies or setbacks 
D)  most important in the organisations 
E)  None of these choices. 
A)  plans that are developed to achieve a set of goals that are unlikely to be repeated in the future 
B)  plans that used to provide guidance for tasks performed repeatedly within the organisation 
C)  plans that define company responses to specific situations, such as emergencies or setbacks 
D)  most important in the organisations 
E)  None of these choices.

Question 5

Lower-level goals should lead to the achievement of higher-level goals.This is called:

Accepted Answer

A)  linking pin theory 
B)  a value-based chain 
C)  a means-end chain 
D)  the efficient methods hypothesis 
E)  None of these choices. 
A)  linking pin theory 
B)  a value-based chain 
C)  a means-end chain 
D)  the efficient methods hypothesis 
E)  None of these choices.

Question 6

Professor Grim requires that all absent students bring a note from their doctor when returning to tutorial classes.This is an example of a:

Accepted Answer

A)  retentive rule 
B)  standing plan 
C)  program 
D)  procedure 
E)  project. 
A)  retentive rule 
B)  standing plan 
C)  program 
D)  procedure 
E)  project.

Question 7

A cross functional group of managers and employees to work together to gain a deeper understanding the specific competitive issue is known as a(n)_________________.

Accepted Answer

The answer of A cross functional group of managers and...

Question 8

The third step in the MBO process is:

Accepted Answer

A)  setting goals 
B)  developing action plans 
C)  appraising overall performance 
D)  reviewing progress 
E)  reliant on the objectives, which should be laid down first. 
A)  setting goals 
B)  developing action plans 
C)  appraising overall performance 
D)  reviewing progress 
E)  reliant on the objectives, which should be laid down first.

Question 9

South Aussie Sound Systems has three planning specialists who help division managers develop their own plans.Serving as consultants to the divisions,the planning specialists give advice about strengths,weaknesses,opportunities and threats.South Aussie Sound Systems is using what approach to the planning function?

Accepted Answer

A)  Centralised planning department 
B)  Decentralised planning staff 
C)  Planning task force 
D)  Centralised planning committee 
E)  Regimented top-down approach 
A)  Centralised planning department 
B)  Decentralised planning staff 
C)  Planning task force 
D)  Centralised planning committee 
E)  Regimented top-down approach

Question 10

In terms of improving one's fitness,"joining the local gym by August 31 of this year" would satisfy the 'challenging but realistic' requirement of a SMART goal.

Accepted Answer

A) True 
 B)False

Question 11

When you attempt to create goals for every aspect of employee behaviour you are violating which of these goal characteristics?

Accepted Answer

A)  Specific and measurable 
B)  Linked to rewards 
C)  Defined time period 
D)  Cover key result areas 
E)  Challenging but realistic 
A)  Specific and measurable 
B)  Linked to rewards 
C)  Defined time period 
D)  Cover key result areas 
E)  Challenging but realistic

Question 12

A group of planning specialists developing plans for the organisation as a whole is defined as decentralised planning.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following is not one of the benefits of MBO?

Accepted Answer

A)  Performance can be improved at all company levels. 
B)  Employees are motivated. 
C)  Efforts are focused on activities that will lead to goal attainment. 
D)  Operational goals are able to displace strategic goals. 
E)  Individual and department goals are aligned with company goals. 
A)  Performance can be improved at all company levels. 
B)  Employees are motivated. 
C)  Efforts are focused on activities that will lead to goal attainment. 
D)  Operational goals are able to displace strategic goals. 
E)  Individual and department goals are aligned with company goals.

One major problem with MBO is:

Three major ways in which to manage a crisis are: planning,prevention and preparation.

To be effective,goals must be set for every aspect of employee behaviour or organisational performance.

Contingency plans are:

Lower-level goals should lead to the achievement of higher-level goals.This is called:

Professor Grim requires that all absent students bring a note from their doctor when returning to tutorial classes.This is an example of a:

A cross functional group of managers and employees to work together to gain a deeper understanding the specific competitive issue is known as a(n)_________________.

The third step in the MBO process is:

In terms of improving one's fitness,"joining the local gym by August 31 of this year" would satisfy the 'challenging but realistic' requirement of a SMART goal.

When you attempt to create goals for every aspect of employee behaviour you are violating which of these goal characteristics?

A group of planning specialists developing plans for the organisation as a whole is defined as decentralised planning.

Which of the following is not one of the benefits of MBO?

The Changing World of Management

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Ethics,Social Responsibility and Sustainable Development

Managing Start-Ups and New Ventures

Strategy Formulation and Implementation

Managerial Decision Making

Designing Organisation Structure

Managing Change and Innovation

Managing Human Resourcess

Managing Diversity

Individual Behaviour in Organisations

Leadership

Motivating Employees

Communication in Organisations

Leading Teams

Managerial and Quality Control

Managing the Value Chain, Information Technology and E-Business

Making Effective Management Happen

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Exam 7: Organisational Planning and Goal Setting

One major problem with MBO is:

Three major ways in which to manage a crisis are: planning,prevention and preparation.

To be effective,goals must be set for every aspect of employee behaviour or organisational performance.

Contingency plans are:

Lower-level goals should lead to the achievement of higher-level goals.This is called:

Professor Grim requires that all absent students bring a note from their doctor when returning to tutorial classes.This is an example of a:

A cross functional group of managers and employees to work together to gain a deeper understanding the specific competitive issue is known as a(n)_________________.

The third step in the MBO process is:

In terms of improving one's fitness,"joining the local gym by August 31 of this year" would satisfy the 'challenging but realistic' requirement of a SMART goal.

When you attempt to create goals for every aspect of employee behaviour you are violating which of these goal characteristics?

A group of planning specialists developing plans for the organisation as a whole is defined as decentralised planning.

Which of the following is not one of the benefits of MBO?

The Changing World of Management

The Evolution of Management Thinking

The Environment and Corporate Culture

Managing in a Global Environment

Ethics,Social Responsibility and Sustainable Development

Managing Start-Ups and New Ventures

Strategy Formulation and Implementation

Managerial Decision Making

Designing Organisation Structure

Managing Change and Innovation

Managing Human Resourcess

Managing Diversity

Individual Behaviour in Organisations

Leadership

Motivating Employees

Communication in Organisations

Leading Teams

Managerial and Quality Control

Managing the Value Chain, Information Technology and E-Business

Making Effective Management Happen

Filters