55. refers to a broadly stated definition of the organization‘s basic business scope and operations that
distinguishes it from similar types of organizations.
a. Mission statement
b. Goal statement
c. Management by objective
d. Goal setting
e. Corporate competitive-value statement
56. are the broad statements of where the organization wants to be in the future.
a. Operational goals
b. Tactical goals
c. Strategic goals
d. Operational goals
e. Tactical plans
57. The official goals of the organization are best represented by the .
a. strategic goals
b. tactical goals
c. operational goals
d. competitive goals
e. none of these
58. A long-term time frame is most closely associated with:
a. operational plans.
b. tactical plans.
c. strategic plans.
d. mission plans.
e. tactical goals.
59. are called the action steps by which an organization intends to attain its strategic goals.
a. Tactical goals
b. Operational goals
c. Tactical plans
d. Operational plans
e. Strategic plans
60. Sarah is a middle manager at Stylin’ Sneakers Corporation. She is most likely responsible for the achievement of
goals.
a. operational
b. tactical
c. strategic
d. lower–level
e. top–level
61. Goals that define the outcomes that major divisions and departments must achieve in order for the organization to
reach its overall goals is called:
a. strategic goals.
b. tactical goals.
c. operational goals.
d. a mission.
e. a plan.
62. The organization’s reason for existence is known as the organization’s .
a. value
b. vision
c. mission
d. goal
e. service
63. Which of the following refer to specific results expected from individuals?
a. Operational goals
b. Tactical goals
c. Strategic goals
d. Operational plans
e. Mission statements
64. Managers use to direct employees and resources toward achieving specific outcomes that enable the
organization to perform efficiently and effectively.
a. strategic goals
b. operational goals
c. growth goals
d. financial results
e. internal business process goals
65. You are violating which of these goal characteristics when you attempt to create goals for every aspect of
employee behavior?
a. Specific and measurable
b. Linked to rewards
c. Defined time period
d. Cover key result areas
e. Challenging but realistic
66. Darren set goals for each of his employees. Each employee ended up with at least twenty–five goals. This process
violates which of the following criteria for effective goals?
a. Specific and measurable
b. Challenging but realistic
c. Covers key result areas
d. Defined time period
e. Linked to rewards
67. Focusing manager and employee efforts on activities that will lead to goal attainment is a benefit of what
management method?
a. Tactical planning
b. Contingency planning
c. Single-use planning
d. Management by objectives
e. Management by walking around
68. is the first step in the MBO process.
a. Setting goals
b. Developing action plans
c. Appraising overall performance
d. Reviewing progress
e. None of these
69. Which of these is a method of management whereby managers and employees define goals for every department,
project, and person and use them to monitor subsequent performance?
a. Organizational planning
b. Management by objectives
c. Goal setting
d. Mission development
e. Vision development
70. In using MBO, objectives should be set by the:
a. supervisor.
b. employee.
c. supervisor and the employee jointly.
d. accounting department.
e. top management.
71. Frostburg Fireplaces has used MBO for the past year. Top management just finished evaluating overall
performance. The next step in the MBO process should be:
a. to develop new action plans.
b. to develop new objectives based on the review of last year’s performance.
c. to begin a new MBO “cycle“, using the same objectives as last year.
d. to wait several months to allow information to be digested.
e. none of these.
72. is the final step in the MBO process.
a. Appraise overall performance
b. Develop an action plan
c. Review progress
d. Set goals
e. Conduct periodic checkups
73. Which of the following is NOT one of the benefits of MBO?
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.
74. Which of these is true about single–use plans?
a. They are developed to achieve a set of goals that are unlikely to be repeated in the future.
b. They are used to provide guidance for tasks performed repeatedly within the organization.
c. They define plans that define company responses to specific situations, such as emergencies or setbacks.
d. They are most important in the organizations.
e. None of these
75. Standing plans:
a. are developed to achieve a set of goals that are unlikely to be repeated in the future.
b. are used to provide guidance for tasks performed repeatedly within the organization.
c. define company responses to specific situations, such as emergencies or setbacks.
d. are the most important in the organizations.
e. are none of these.
76. A project is an example of a:
a. policy.
b. standing plan.
c. procedure.
d. single-use plan.
e. rule.
77. define boundaries within which to make a decision.
a. Programs
b. Policies
c. Rules
d. Procedures
e. Projects
78. An example of a is a statement supporting the organization’s efforts in the area of sexual harassment.
a. procedure
b. rule
c. policy
d. single-use plan
e. program
79. “No food and/or drinks in the classroom” is an example of a .
a. procedure
b. rule
c. policy
d. single-use plan
e. project
80. Which of the following is a commonly-cited limitation of planning?
a. Plans limit employee motivation and commitment.
b. Plans make resource allocation more difficult.
c. Plans make it more difficult to measure standards of performance.
d. Plans boost intuition and creativity.
e. Plans can create a false sense of security.
81. One major limitation of goals and plans is:
a. goals and plans guide resource allocation.
b. goals and plans may cause rigidity in a turbulent environment.
c. goals and plans decrease employee motivation.
d. goals and plans decrease employee commitment.
e. none of the above.
82. Which of these are true about contingency plans?
a. They are developed to achieve a set of goals that are unlikely to be repeated in the future.
b. They are used to provide guidance for tasks performed repeatedly within the organization.
c. They define company responses to specific situations, such as emergencies or setbacks.
d. They are most important in the organizations.
e. None of these
83. involves looking at trends and discontinuities and imagining possible alternative future to build a framework
within which unexpected future events can be managed.
a. Scenario building
b. Crisis planning
c. Contingency planning
d. Trend management
e. Caution planning
84. enables firms to cope with unexpected events that are so sudden and devastating that they have the
potential to destroy the organization if managers aren’t prepared with a quick and appropriate response.
a. Incident planning
b. Contingency planning
c. Strategic planning
d. Crisis planning
e. Emergency planning
85. The two stages of crisis planning include:
a. prevention and control.
b. planning and leading.
c. prevention and preparation.
d. preparation and control.
e. leading and organizing.
86. Which of the following is NOT involved in the stages of crisis planning?
a. Setting up effective communication systems
b. Creating detailed crisis management plans
c. Investigating all stakeholders
d. Designating a crisis management team and spokesperson
e. Building relationships
87. The traditional approach to corporate planning was to:
a. have a decentralized planning staff.
b. have a centralized planning department.
c. set up a planning task force.
d. set up planning committees.
e. use TQM approach.
88. Jeff is a top manager at a textile factory. He is developing a crisis plan in the event that the company has a toxic
spill or accident. Which of the following should Jeff undertake to prepare for such a crisis?
a. Building relationships with neighboring businesses
b. Detecting signals from the natural environment
c. Polling employees on the likelihood of an environmental disaster
d. Designating a crisis management team in the event of an environmental disaster
e. Dismantling the company’s ties to the external media
89. Alabama Airlines has three planning specialists who help division managers develop their own division plans.
Serving as consultants to the divisions, the planning specialists give advice about strengths, weaknesses,
opportunities, and threats. Alabama Airlines is utilizing what approach to the planning function?
a. Centralized planning department
b. Decentralized planning staff
c. Planning task force
d. Centralized planning committee
e. TQM
90. are reasonable yet highly ambitious goals that are so clear, compelling, and imaginative that they fire up
employees and engender excellence.
a. Operational goals
b. Stretch goals
c. Strategic goals
d. Tactical goals
e. Bottom-up goals
Scenario – Katelynn Kareem
Managers at WXYZ just announced that the new management program would be focused around MBO concepts.
Katelynn Kareem had been a manager at WXYZ for ten years and she was not certain if this new MBO approach
was going to fit her department. She had strong commitment to achieving the company’s objectives, but she also
knew her employees well enough to know that some didn’t share the same commitment.
91. In the MBO process, after the first step of setting objectives is accomplished, the next step that Katelynn should
expect is:
a. reviewing progress toward company goals.
b. appraising overall performance.
c. developing action plans.
d. having a company party to celebrate.
e. none of these.
92. What can Katelynn expect to be doing during the final step of the MBO process?
a. Setting goals
b. Reviewing progress
c. Appraising overall performance
d. Defining mission
e. Developing action plans
93. Katelynn can anticipate enjoying the advantages of MBO which include:
a. increased orientation toward goal achievement.
b. performance can improve at all company levels.
c. employees are more motivated.
d. increased orientation toward goal achievement and motivation.
e. all of these.
94. A(n) is a desired future state that the organization attempts to realize.
95. A(n) is a blueprint for goal achievement and specifies the necessary resource allocations, schedules, tasks,
and other actions.