Question 1

In traditional goal setting, goals are initially set by _________.

Accepted Answer

A) top managers 
B) employees 
C) middle managers 
D) stakeholders 
A) top managers 
B) employees 
C) middle managers 
D) stakeholders A

Question 2

When a company has competitive capabilities that assist in creating market value, these are known as _________.

Accepted Answer

A) core competencies 
B) internal strengths 
C) market capabilities 
D) sustainable capabilities 
A) core competencies 
B) internal strengths 
C) market capabilities 
D) sustainable capabilities A

Question 3

The first step in the strategic management process is analysing the external environment.

Accepted Answer

A) True 
 B)False  False

Question 4

Contemporary research shows that planning and performance _________.

Accepted Answer

A) have a generally bidirectional relationship 
B) are not generally related 
C) have a generally positive relationship 
D) have a generally negative relationship 
A) have a generally bidirectional relationship 
B) are not generally related 
C) have a generally positive relationship 
D) have a generally negative relationship

Question 5

Strategic management aims to enable the organisation's departments to work independently to achieve structural goals.

Accepted Answer

A) True 
 B)False

Question 6

The commitment concept states that plans should _________.

Accepted Answer

A) always extend a shorter time period than is estimated 
B) not include time periods because they are too confining 
C) extend a time period that is neither too long nor too short 
D) always extend a longer time period than is estimated 
A) always extend a shorter time period than is estimated 
B) not include time periods because they are too confining 
C) extend a time period that is neither too long nor too short 
D) always extend a longer time period than is estimated

Question 7

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

Accepted Answer

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

Question 8

Recently, Taste has considered buying a local competitor and the two would combine under the Taste name.This is an example of which of the following?

Accepted Answer

A) Diversification 
B) Horizontal integration 
C) Vertical integration 
D) Stability 
A) Diversification 
B) Horizontal integration 
C) Vertical integration 
D) Stability

Question 9

An organisation's ability to assess its progress is not affected by its planning abilities.

Accepted Answer

A) True 
 B)False

Question 10

An organisation's real goals and priorities are best revealed by its _________.

Accepted Answer

A) mission statement 
B) official stated goals 
C) statements to the press 
D) actions in the marketplace 
A) mission statement 
B) official stated goals 
C) statements to the press 
D) actions in the marketplace

Question 11

Studies of planning show that the key to successful planning is to make sure that the plans _________.

Accepted Answer

A) are high in quality and appropriately implemented 
B) are only shared with top level managers 
C) cover every possible detail 
D) are easily achievable 
A) are high in quality and appropriately implemented 
B) are only shared with top level managers 
C) cover every possible detail 
D) are easily achievable

Question 12

A corporate strategy focuses primarily on _________.

Accepted Answer

A) an organisation's key competitors 
B) an organisation's core competencies 
C) an organisation's mission 
D) an organisation's strengths 
A) an organisation's key competitors 
B) an organisation's core competencies 
C) an organisation's mission 
D) an organisation's strengths

Question 13

The _________ strategy occupies the level below the corporate strategy.

Accepted Answer

A) functional 
B) performance 
C) competitive 
D) business unit 
A) functional 
B) performance 
C) competitive 
D) business unit

Question 14

To address limited, short-term problems, a company is most likely to employ a _________ strategy.

Accepted Answer

A) retrenchment 
B) turnaround 
C) doomsday 
D) self-critical 
A) retrenchment 
B) turnaround 
C) doomsday 
D) self-critical

Question 15

Once SWOT analysis is complete, managers _________ strategies to address the issues that came up during the analysis.

Accepted Answer

A) eliminate 
B) implement 
C) formulate 
D) evaluate 
A) eliminate 
B) implement 
C) formulate 
D) evaluate

Question 16

SWOT analysis includes the identification of an organisation's strengths, weaknesses, opportunities and threats.

Accepted Answer

A) True 
 B)False

Question 17

Directional plans _________.

Accepted Answer

A) are flexible general guidelines 
B) leave no room for interpretation 
C) cannot be changed 
D) must be long-term plans 
A) are flexible general guidelines 
B) leave no room for interpretation 
C) cannot be changed 
D) must be long-term plans

Question 18

A key function of planning is to create the SWOT analysis.

Accepted Answer

A) True 
 B)False

Question 19

In a survey of managers about formal top-down organisational planning processes, over 75 per cent said that their company's planning approach was _________.

Accepted Answer

A) excellent 
B) effective 
C) harmful 
D) unsatisfactory 
A) excellent 
B) effective 
C) harmful 
D) unsatisfactory

Question 20

A company that is on the verge of collapse or bankruptcy is most likely to employ which strategy?

Accepted Answer

A) Retrenchment 
B) Hunker down 
C) Incremental improvement 
D) Turnaround 
A) Retrenchment 
B) Hunker down 
C) Incremental improvement 
D) Turnaround

In traditional goal setting, goals are initially set by _________.

When a company has competitive capabilities that assist in creating market value, these are known as _________.

The first step in the strategic management process is analysing the external environment.

Contemporary research shows that planning and performance _________.

Strategic management aims to enable the organisation's departments to work independently to achieve structural goals.

The commitment concept states that plans should _________.

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

Recently, Taste has considered buying a local competitor and the two would combine under the Taste name.This is an example of which of the following?

An organisation's ability to assess its progress is not affected by its planning abilities.

An organisation's real goals and priorities are best revealed by its _________.

Studies of planning show that the key to successful planning is to make sure that the plans _________.

A corporate strategy focuses primarily on _________.

The _________ strategy occupies the level below the corporate strategy.

To address limited, short-term problems, a company is most likely to employ a _________ strategy.

Once SWOT analysis is complete, managers _________ strategies to address the issues that came up during the analysis.

SWOT analysis includes the identification of an organisation's strengths, weaknesses, opportunities and threats.

Directional plans _________.

A key function of planning is to create the SWOT analysis.

In a survey of managers about formal top-down organisational planning processes, over 75 per cent said that their company's planning approach was _________.

A company that is on the verge of collapse or bankruptcy is most likely to employ which strategy?

Managers and Management

The Managerial Environment

Foundations of Decision Making

Organisational Structure and Design

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behaviour

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Foundations of Control

Filters

Exam 4: Foundations of Planning

In traditional goal setting, goals are initially set by _________.

When a company has competitive capabilities that assist in creating market value, these are known as _________.

The first step in the strategic management process is analysing the external environment.

Contemporary research shows that planning and performance _________.

Strategic management aims to enable the organisation's departments to work independently to achieve structural goals.

The commitment concept states that plans should _________.

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

Recently, Taste has considered buying a local competitor and the two would combine under the Taste name.This is an example of which of the following?

An organisation's ability to assess its progress is not affected by its planning abilities.

An organisation's real goals and priorities are best revealed by its _________.

Studies of planning show that the key to successful planning is to make sure that the plans _________.

A corporate strategy focuses primarily on _________.

The _________ strategy occupies the level below the corporate strategy.

To address limited, short-term problems, a company is most likely to employ a _________ strategy.

Once SWOT analysis is complete, managers _________ strategies to address the issues that came up during the analysis.

SWOT analysis includes the identification of an organisation's strengths, weaknesses, opportunities and threats.

Directional plans _________.

A key function of planning is to create the SWOT analysis.

In a survey of managers about formal top-down organisational planning processes, over 75 per cent said that their company's planning approach was _________.

A company that is on the verge of collapse or bankruptcy is most likely to employ which strategy?

Managers and Management

The Managerial Environment

Foundations of Decision Making

Organisational Structure and Design

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behaviour

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Foundations of Control

Filters