Chapter 7 Tactical goals are specific, measurable results expected

1. Managers must understand no plan is perfect, but should grow and change to meet new conditions.

a.

True

b.

False

True

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2. A desired future state that the individual or organization attempts to realize is a goal.

a.

True

b.

False

True

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3. Goals specify today’s means; plans specify future ends.

a.

True

b.

False

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4. Planning is the act of determining the organization goals and the means for achieving them.

a.

True

b.

False

True

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5. Planning cannot tame a turbulent environment.

a.

True

b.

False

True

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6. A plan tells “why” to achieve the goal.

a.

True

b.

False

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7. The mission is the basis for the strategic level of goals and plans, which in turn shapes the tactical and operational level.

a.

True

b.

False

True

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8. Defining operational goals and plans occurs in the execution phase of the organizational planning process.

a.

True

b.

False

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9. Tactical goals and plans are the responsibility of front-line managers and supervisors.

a.

True

b.

False

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10. Operational plans and goals are those that focus on the outcomes that major divisions and departments must achieve in

order for the organization to reach its overall goals.

a.

True

b.

False

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11. Tactical plans are designed to help execute the major strategic plans and to accomplish a specific part of the

company’s strategy.

a.

True

b.

False

True

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12. A broad definition of the organization’s values, aspiration and reason for being, along with a recognition of the scope

and operations that distinguishes the organization refers to a Business Plan.

a.

True

b.

False

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13. Goals and plans provide a sense of direction and focus on specific targets and direct employee efforts toward

important outcomes.

a.

True

b.

False

True

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14. Tactical goals are specific, measurable results expected from departments, work groups, and individuals within the

organization.

a.

True

b.

False

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15. Top managers make the broad strategic plan and identify specific tactical plans.

a.

True

b.

False

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16. Operational planning specifies plans for department managers, supervisors, and individual employees.

a.

True

b.

False

True

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17. Goals are typically stated in quantitative terms.

a.

True

b.

False

True

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18. Providing innovative solutions to customer needs is a goal that would be placed in the internal business process

category on a strategy map.

a.

True

b.

False

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19. A visual representation of the key drivers of an organization’s success and shows how specific goals and plans in each

area are linked is called a strategy map.

a.

True

b.

False

True

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20. An organization’s mission describes its reason for existence.

a.

True

b.

False

True

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21. Building good relationships with suppliers and partners would be considered internal business process goals.

a.

True

b.

False

True

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22. Strategic plans and goals are those that focus on where the organization wants to be in the future and pertain to the

organization as a whole.

a.

True

b.

False

True

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23. Management by objectives, single-use plans, and standing plans are all management planning approaches.

a.

True

b.

False

True

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24. Goals are most effective when they are specific, measurable, challenging and linked to rewards.

a.

True

b.

False

True

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25. Goals must be set for every aspect of employee behavior or organizational performance to be effective.

a.

True

b.

False

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26. In order for goals to be effective, they should be challenging but realistic.

a.

True

b.

False

True

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27. Step 1 in Management by Objectives is to review progress.

a.

True

b.

False

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28. An action plan defines the course of action needed to achieve the stated goals.

a.

True

b.

False

True

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29. Managers believe they are better oriented toward goal achievement when MBO is used.

a.

True

b.

False

True

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30. In step 1 of Management By Objectives, overall performance is appraised.

a.

True

b.

False

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31. A key benefit of management by objectives is that it aligns individual and departmental goals with company goals.

a.

True

b.

False

True

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32. Standing plans define company responses to specific situations such as natural emergencies or competitive setbacks.

a.

True

b.

False

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33. A major difference between rules and policies is that rules are broad in scope whereas policies are narrow in scope.

a.

True

b.

False

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34. The goals should be easy, for employees to feel motivated, so that they can achieve them easily which in turn

increases their motivation level.

a.

True

b.

False

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35. Three critical planning methods are contingency planning, building scenarios, and crisis planning.

a.

True

b.

False

True

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36. One of the biggest benefits of planning is that, in turbulent environments, plans create greater organizational

flexibility.

a.

True

b.

False

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37. Plans provide a standard of assessment.

a.

True

b.

False

True

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38. If Renae, manager at Leak Free Roofing, wanted to develop a contingency plan for Leak Free, she would need to look

at factors such as new equipment, the economy, and the company workers’ compensation cases.

a.

True

b.

False

True

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A

39. In a complex and competitive business world, traditional planning done by a select few is the only planning that

works.

a.

True

b.

False

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40. Crisis plans define company responses to be taken in the case of emergencies, setbacks, or unexpected conditions.

a.

True

b.

False

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41. Some firms engage in crisis planning to enable them to cope with unexpected events that are so sudden and

devastating that they have the potential to destroy the organization.

a.

True

b.

False

True

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42. Prevention and preparation are the two stages of crisis management.

a.

True

b.

False

True

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43. The ABC Corporation should create a crisis management group that is not cross-functional, but does work together

well under pressure.

a.

True

b.

False

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44. The CEO of Andre’s Autos, Inc. must do all of the planning for the company because that is the way to do things in

today’s workplace.

a.

True

b.

False

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A

45. Trend management is looking at trends and discontinuities and imagining possible alternative futures.

a.

True

b.

False

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46. In centralized planning, managers at all levels work with planning experts to develop their own goals and plans.

a.

True

b.

False

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47. Managers work with planning experts to develop their own goals and plans in decentralized planning.

a.

True

b.

False

True

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48. Stretch goals are typically so far beyond the current levels that people have to be innovative to find ways to reach

them.

a.

True

b.

False

True

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49. Sales in relation to targets is an example of a balanced scorecard metric.

a.

True

b.

False

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50. Intelligence teams are useful when an organization confronts a major intelligence challenge.

a.

True

b.

False

True

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51. _____ refers to a desired future state that an organization attempts to realize.

a.

Plan

b.

Vision statement

c.

Goal

d.

Mission statement

e.

Idea

c

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52. _____ specify future ends and _____ specify today’s means.

a.

Goals; plans

b.

Plans; goals

c.

Planning; organizing

d.

Ideas; behaviors

e.

Mission; vision

a

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53. A blueprint specifying the resource allocations schedules, and other actions necessary for attaining goals is referred to

as a(n) _____.

a.

goal

b.

plan

c.

mission

d.

vision

e.

objective

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54. Of the strategic management functions, which is considered the most fundamental?

a.

Executing

b.

Analyzing

c.

Controlling

d.

Planning

e.

Leading

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55. The planning process starts with:

a.

a formal mission that defines the organization’s purpose.

b.

tactical planning.

c.

strategic planning.

d.

operational planning.

e.

controlling performance.

a

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56. _____ is the act of determining the organization’s goals and the means for achieving them.

a.

Brainstorming

b.

Organizing

c.

Planning

d.

Developing a mission

e.

A blueprint

c

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57. Which type of plan helps managers implement the overall strategic plan?

a.

Operational

b.

Contingency

c.

Tactical

d.

Crisis

e.

Corporate-level

c

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58. The planning process begins with which of these?

a.

The development of operational goals

b.

The development of a mission statement

c.

Communication of goals to the rest of the organization

d.

A company-wide meeting

e.

Brainstorming

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59. The _____ is the basis for the strategic level of goals and plans which in turn shapes the _____, and _____ level.

a.

goal; mission, tactical

b.

objective; operational, mission

c.

operational goal; mission and tactical

d.

mission; tactical, operational

e.

tactical plan; operational, mission

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60. _____ is primarily responsible for strategic goals/plans.

a.

Middle management

b.

Board of directors

c.

Consultants

d.

Top management

e.

Lower management

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61. _____ is primarily responsible for operational goals/plans.

a.

Middle management

b.

Board of directors

c.

Consultants

d.

Top management

e.

Lower management

e

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62. Which of these is(are) primarily concerned with tactical goals/plans?

a.

Middle management

b.

Board of directors

c.

Consultants

d.

Senior management

e.

Lower management

a

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63. Which of the following is not a step in the organizational planning process?

a.

Monitor and learn

b.

Plan operations

c.

Translate the plan

d.

Develop the plan

e.

Plan marketing tactics

e

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64. Sherry is a first-line supervisor at Rooftop Corporation. She is most concerned with which level of goals?

a.

Operational goals

b.

Tactical plans

c.

Strategic goals

d.

Mission statement

e.

Vision

a

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65. Which of the following is NOT a tool for executing a plan?

a.

Management by objectives

b.

Operations map

c.

Performance dashboards

d.

Single use plans

e.

Decentralized responsibility

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66. A statement that identifies distinguishing characteristics of an organization is known as a(n):

a.

goals statement.

b.

values statement.

c.

income statement.

d.

mission statement.

e.

competitive-edge statement.

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