管理学原理英文第三章练习.doc

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1、【精品文档】如有侵权，请联系网站删除，仅供学习与交流管理学原理英文第三章练习.精品文档.Chapter Three: Foundations of PlanningTrue/False1.Planning is concerned with defining an organizations goals and objectives and how to integrate and coordinate activities.(True; Easy; p. 88)2.In informal planning, the organizations objectives are rarely ve

2、rbalized.(True; Moderate; p. 88)3.Planning is exactly what is needed in order to more effectively manage a chaotic environment.(True; Moderate; p. 89)4.Without planning, there can be no effective control.(True; Moderate; p. 89)5.In informal planning, the organizations objectives are written down and

3、 communicated to employees.(False; Moderate; p. 88)6.Planning minimizes waste and redundancy.(True; Easy; p. 89)7.Uncertainty and change produce a need for more effective planning in todays business environment.(True; Moderate; p. 89)8.Planning can completely replace the need for intuition and creat

4、ivity.(False; Moderate; p. 89)9.Strategic plans describe how an organizations overall objectives are to be achieved.(False; Easy; p. 92)10.Short-term plans describe how an organizations overall objectives are to be achieved.(False; Easy; p. 93)11.Long term plans describe what an organization plans t

5、o do within the next two to three years.(False; Easy; p. 93)12.Well-thought out formal plans eliminate the need to rely on intuition and creativity. Apple Computer is a prime example of this concept.(False; Moderate; p. 93)13.Organizations with formal plans will always outperform those organizations

6、 without formal plans.(False; Challenging; p. 91)14.Tactical plans form a basis for strategic plans.(False; Challenging; p. 92)15.It appears that specific plans are always preferable to directional, or loosely guided plans, because specific plans have clearly defined objectives.(True; Easy; p. 93)16

7、.Standing plans are flexible plans, with clearly defined objectives and that leave no room for misinterpretation.(False; Moderate; p. 94)17.The objectives in MBO should be concise statements of financial accomplishments.(False; Easy; p. 94)18.MBO uses goals to control employees.(False; Challenging;

8、p. 94)19. Feedback favorably affects performance.(True; Moderate; p. 96)20.An organizations objectives and strategies define its purpose.(False; Moderate; p. 99)21.Identifying the scope of an organizations products or services will force it to define its mission.(False; Challenging; p. 99)22.In orde

9、r to fulfill the grand strategy, managers will seek to position their units so that they can gain a relative advantage over their competition.(True; Challenging; p. 105)23.Porters three competitive strategies are cost-leadership, price-leadership, and niche.(False; Moderate; p. 105)24.A project is a

10、n example of a single-use plan.(True; Moderate; p. 94)25.SWOT analysis determines the primary threats and opportunities an organization faces.(True; Easy; p. 102)26.A SWOT analysis consists of four key steps.(False; Easy; p. 102)27.The grand strategies are growth, differentiation, stability, and com

11、bination strategies.(False; Easy; p. 103)28.A differentiation strategy is a strategy that an organization follows when it wants to establish a competitive advantage in a narrow market segment.(False; Challenging; p. 105)29.A combination strategy is a strategy that an organization follows when it wan

12、ts to be unique in its industry within a broad market segment.(False; Challenging; p. 105)30.Reducing the size, scope or number operational units usually in a declining environment is known as reengineering.(False; Challenging; p. 104)31.Reducing the size, scope or number operational units usually i

13、n a declining environment is known as a retrenchment strategy.(True; Challenging; p.104)32.How do we overcome the challenge of scanning a global business environment? One way is for management to subscribe to news services that review newspapers and books from around the globe and provide summaries

14、to client companies.(False; Challenging; p. 106)33.Strengths that represent unique skills or resources that can determine an organizations competitive edge are called its core competency.(True; Moderate; p. 102)34.A strong culture may act as a significant barrier to acceptance of change.(True; Moder

15、ate; p. 102)35.SWOT stands for strengths, weaknesses, opportunities, and threats. The S and W refer to the strengths and weaknesses of the current and future economy.(False; Easy; p. 102)36.The typical growth strategies include direct expansion, new product development, quality improvement, or diver

16、sifyingmerging with or acquiring other firms.(True; Moderate; p. 103)37.The evidence suggests organizations should have formal plans.(True; Easy; p. 89)38.Organizations with formal plans will always outperform those organizations without formal plans.(False; Challenging; p. 91)39.Directional plans p

17、rovide focus, but do not lock managers into specific objectives or specific courses of action.(True; Moderate; p. 93)Multiple Choice Questions40.The _ of RJ Nabisco is “to meet the needs of consumers through innovative marketing and manufacturing of healthful, good-tasting products that contribute t

18、o a healthy lifestyle and consumer well-being around the world, yielding above-average returns over time and for our shareholders.”a. tactical plan b. missionc. strategic pland. environmental plan(B; Easy; 99)41.Which of the following is not included in the definition of planning?a.Define the organi

19、zations objectives or goals.b.Establish an overall strategy for achieving these objectives or goals.c.Allocate resources and develop a chain of communication.d.Develop a hierarchy of plans to integrate and coordinate activities.(c; Moderate; p. 88)42.When objectives are not written down or rarely ve

20、rbalized, and the planning is general and lacks continuity, which of the following types of planning is used?a.environmental planningb.economic planningc.informal planningd.formal planning(c; Moderate; p. 88)43.When planning involves specific objectives (covering a period of years) that are then wri

21、tten down and made available to organization members with specific action programs for achieving the goal, which of the following types of planning was used?a.environmental planningb.economic planningc.informal planningd.formal planning(d; Moderate; p. 88)44.In what order should plans be developed?a

22、. Mission, operational, strategic, and tacticalb. Strategic, tactical, mission, and operationalc. Mission, tactical, strategic, and operationald. Mission, strategic, tactical, and operational (d; Moderate; p. 88) 45._ clarifies the consequences of actions managers might take in response to continual

23、 change.a.Controllingb.Organizingc.Leadingd.Planning(d; Moderate; p. 89)46.Which of the following is an argument against formal planning?a.Planning focuses on the future.b.Planning may create rigidity.c.Planning replaces creativity.d.Planning ignores prior successes.(b; Moderate; pp. 89-90)47.Once a

24、 plan is established, it should always bea.followed.b.changed.c.flexible.d.long term.(c; Moderate; p. 90)48.The organizational formality of Apple Computer ultimately led toa.a successful organization.b.hampered creativity.c.increased vision.d.increased market share.(b; Challenging; p. 90)49.Which of

25、 following is not one of the reasons why managers should engage in planning as that was stated in the text?a. Planning reduces cost.b. Planning minimizes waste and redundancy.c. Planning provides direction.d. Planning facilitates control.(a; Moderate; p. 89)50.Which of the following is not an argume

26、nt that has been made against formal planning?a. cannot be developed for a dynamic environmentb. cannot replace creativity and intuitionc. takes too much time and staff resourcesd. focuses mostly on todays competition(c; Moderate pp. 89-90)51._ plans specify the details of how an organization or bus

27、iness will achieve its objectives.a. Strategicb. Tacticalc. Long-termd. Operational(b; Moderate; p. 92)52.Planning cana. provide guidance and direction.b. minimize waste and redundancy.c. provide standards to facilitate control d. All of the above.(d; Moderate; p. 89)53.Successful plans may providea

28、.a false sense of security.b.only success.c.increased awareness of the environment.d.increased awareness of change.(a; Challenging; p. 91)54.In those organizations where formal planning did not lead to higher performance, the culprit was which of the following?petitionb.marketing planc.managementd.e

29、nvironment(d; Moderate; p. 92)55.Plans that apply to the entire organization, establish the organizations overall objectives, and seek to position the organization in terms of its environment are called _ plans.a.operationalb.tacticalc.strategicd.single-use(c; Moderate; p. 92)56._ plans are differen

30、tiated by their breadth.a.Directional and specificb.Single use and standingc.Strategic and tacticald.Long-term and short-term(c; Moderate; p. 92)57.Which of the following is not a popular way to describe plans?a.breadthb.time framec.specificityd.environmental focus(d; Moderate; p. 92)58._ specify ho

31、w overall objectives are to be achieved.a.Operational plansb.Tactical plansc.Strategic plansd.Single-use plans(b; Moderate; p. 92)59.Tactical and strategic plans differ in all of the following ways excepta.time frame.b.scope.c.known set of organizational objectives.d.environmental effects.(d; Modera

32、te; p. 92)60.Which of the following is an argument against formal planning?a. Planning focuses on the past.b. Planning may create rigidity.c. Planning cannot replace creativity.d. All of the above.(d; Moderate; p. 91)61.Strategic plans includea.the formulation of objectives.b.financial information.c

33、.participation from all levels.d.benchmarking.(a; Moderate; p. 92)62._ plans have the broadest organizational focus and the longest time frame.a. Tacticalb. Strategicc. Directionald. Operational(b; Moderate; p. 92)63.The greater the uncertainty, the more plans should be of the _ variety.a.long-termb

34、.short-termc.intermediate in lengthd.rigid(b; Challenging; p. 93)64.When uncertainty is high and management must maintain flexibility, which of the following types of plans are preferable?a.long-term plansb.no plansc.directional plansd.specific plans(c; Moderate; p. 93)65.Which type of plan is used

35、to meet a particular or unique situation?a.tactical planb.operational planc.single-use pland.standing plan(c; Easy; p. 94)66._ plans have clearly defined objectives.a.Directionalb.Flexiblec.Specificd.Standing(c; Moderate; p. 93)67.At Quest Diagnostics, a Medical Blood Testing Company, every test mus

36、t be performed in exactly the same way to meet Federal Health and Regulatory Guidelines. The plans for conducting these tests are called _ plansa. tacticalb. strategicc. standing d. project(c; Moderate; p. 94)68.MBO links objectives at one level to which of the following?a.top managementb.middle man

37、agementc.first-line managementd.the next level(d; Moderate; p. 95)69.MBO makes objectives _ by devising a process in which they cascade down through the organization.a.operationalb.realisticc.strategicd.directional(a; Easy; p. 94)70.Which of the following is not a step in objective setting?a.Specify

38、 deadlines.b.Allow the employee to actively participate.c.Link rewards to effort.d.Prioritize goals.(c; Challenging; p. 97)71.When Maria Murdock assists her employees with setting objectives, she establishes specific and challenging goals for each key task. Which of the following would she not advis

39、e employees to do?a.Specify the target for the employee to hit.b.Specify the goal when the employee cannot think of anything.c.Specify the deadlines for each goal.d.Identify the level of performance expected of each employee.(b; Moderate; p. 897)72.Each MBO objective must havea.a percentage change s

40、pecified.b.a concise time period.c.a reference to quality.d.a specified dollar amount.(b; Moderate; p. 96)73.What types of goals produce higher levels of output?a.goals of moderate difficultyb.generalized goals such as do your bestc.specific, hard goalsd.easy goals(c; Moderate; p. 96)74.MBO advocate

41、s participative goal setting. Research comparing participative set and assigned goals on performancea.shows consistently higher performance with participatively set goals.b.shows consistently lower performance with participatively set goals.c.has not shown any strong or consistent relationships.d.ha

42、s been biased by the researchers.(c; Challenging; p. 97)75.Which of the following is not an ingredient in MBO programs?a.goal specificityb.participative decision makingc.performance feedbackd.general time period(d; Moderate; p. 96)76.Managers can overcome the criticisms of management by objectives b

43、ya.ensuring that employees have multiple goals.b.treating MBO as a single-event activity.c.punishing employees who fail to achieve goals.d.rewarding employees for setting easy goals.(a; Moderate; p. 98)77.Managers should treat MBO as an ongoing activity, which means that goals should be regularly re

44、viewed and _.a.rewardedb.scrappedc.updatedd.delegated(c; Moderate; p. 98)78.The Director of Marketing at Warner Publications sends out a broad, flexible plan that sets out the guidelines and targets for sales every year. This plan is called a _ plan.a. tacticalb. strategicc. directionald. standing(c

45、; Moderate; p. 93)79.A project plan is an example of a(n)_plan.a. tacticalb. operationalc. standingd. single-use(d; Challenging; p. 94)80.Which of the following is not a component of the MBO process? a. Objectives are determined jointly by subordinates and supervisorb. Progress towards objectives is reviewed every three months.c. Employees are given ratings based on reaching specific targetsd. Rewards are based on progress towards achieving objectives.(c; Challenging; p. 94)81.Which of the following is not one of the steps to follow in setting objectives for employees?