Question 1

Because of frequently changing competition and technology,a company's strategic planning may have to be done _____.

Accepted Answer

A) every 5 years rather than every 2 years 
B) every 5 years rather than every 10 years 
C) every 10 years 
D) continuously 
E) closer to every 1 or 2 years than every 5 years 
A) every 5 years rather than every 2 years 
B) every 5 years rather than every 10 years 
C) every 10 years 
D) continuously 
E) closer to every 1 or 2 years than every 5 years

Question 2

With SMART goals only a few goals should be chosen,and they should be results-oriented,that ____.

Accepted Answer

A) support the company's diversity plan 
B) align with the beliefs of the local community 
C) keep employees happy 
D) support the organization's vision 
E) meet low cost goals 
A) support the company's diversity plan 
B) align with the beliefs of the local community 
C) keep employees happy 
D) support the organization's vision 
E) meet low cost goals

Question 3

Paula is the store manager for a national grocery retailer,and she received the yearly tactical plan from Greg,her district manager.Paula is meeting with her department managers to plan how to implement the specific tasks outlined in Greg's plan for the next year.This type of planning by Paula is operational planning.

Accepted Answer

A) True 
 B)False

Question 4

Tom,the store manager in a hardware store,routinely sets specific sales and cost targets for his store,which he promises to achieve in a certain period of time.These specific objectives are known as goals.

Accepted Answer

A) True 
 B)False

Question 5

The planning/control cycle has two control steps: (1)control the direction by comparing results with the plan and (2)control the direction by taking corrective action in two ways-namely by _____.

Accepted Answer

A) receiving feedback,and,if needed,making new plans 
B) researching ways to plan better and increasing profits 
C) increasing organization synergy and diversity 
D) correcting deviations in the plan being carried out or improving future plans 
E) improving future plans,and,if needed,cutting costs 
A) receiving feedback,and,if needed,making new plans 
B) researching ways to plan better and increasing profits 
C) increasing organization synergy and diversity 
D) correcting deviations in the plan being carried out or improving future plans 
E) improving future plans,and,if needed,cutting costs

Question 6

Standing plans are plans developed for activities that occur repeatedly over a period of time.

Accepted Answer

A) True 
 B)False

Question 7

When using MBO,managers should meet about once a year,either informally or formally,to review progress on meeting objectives.

Accepted Answer

A) True 
 B)False

Because of frequently changing competition and technology,a company's strategic planning may have to be done _____.

With SMART goals only a few goals should be chosen,and they should be results-oriented,that ____.

Tom,the store manager in a hardware store,routinely sets specific sales and cost targets for his store,which he promises to achieve in a certain period of time.These specific objectives are known as goals.

The planning/control cycle has two control steps: (1)control the direction by comparing results with the plan and (2)control the direction by taking corrective action in two ways-namely by _____.

Standing plans are plans developed for activities that occur repeatedly over a period of time.

When using MBO,managers should meet about once a year,either informally or formally,to review progress on meeting objectives.

The Exceptional Manager: What You Do,how You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture,Structure,and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation,reducing Conflict

Power,Influence,and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

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Exam 5: Planning: The Foundation of Successful Management

Because of frequently changing competition and technology,a company's strategic planning may have to be done _____.

With SMART goals only a few goals should be chosen,and they should be results-oriented,that ____.

Tom,the store manager in a hardware store,routinely sets specific sales and cost targets for his store,which he promises to achieve in a certain period of time.These specific objectives are known as goals.

The planning/control cycle has two control steps: (1)control the direction by comparing results with the plan and (2)control the direction by taking corrective action in two ways-namely by _____.

Standing plans are plans developed for activities that occur repeatedly over a period of time.

When using MBO,managers should meet about once a year,either informally or formally,to review progress on meeting objectives.

The Exceptional Manager: What You Do,how You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture,Structure,and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation,reducing Conflict

Power,Influence,and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters