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MNGT 370 > Chapter 7 test review > Flashcards

Chapter 7 test review Flashcards

1
Q

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

a. Goals; plans
b. Plans; goals
c. Planning; organizing
d. Ideas; behaviors

A

a. Goals; plans

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2
Q

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

A

b. plan

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3
Q

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

a. Executing
b. Analyzing
c. Controlling
d. Planning
e. Leading

A

ANSWER: d

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4
Q

The planning process starts with:

a. a formal mission that defines the organization’s purpose.
b. tactical planning.
c. strategic planning.
d. operational planning.

A

ANSWER: a

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5
Q

_____ 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

A

c. Planning

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6
Q

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

a. Operational
b. Contingency
c. Tactical
d. Crisis

A

. Tactical

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7
Q

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

A

The development of a mission statement

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8
Q

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

A

d. mission; tactical, operational

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9
Q

_____ is primarily responsible for strategic goals/plans.

a. Middle management
b. Board of directors
c. Consultants
d. Top management

A

d. Top management

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10
Q

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

A

a. Operational goals

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11
Q

. 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

A

. Operations map

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12
Q
  1. _____ 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
A

c. Strategic goals

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13
Q

The official goals of the organization are best represented by the _____.

a. strategic goals
b. tactical goals
c. operational goals
d. competitive goals

A

c. Strategic goals

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14
Q

goals lead to the attainment of _____ goals, which in turn lead to the attainment of _____ goals.

a. Operational; strategic; tactical
b. Tactical; operational; strategic
c. Strategic; tactical; operational
d. Operational; tactical; strategic

A

d. Operational; tactical; strategic

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15
Q

Sarah is a middle manager at Style Sneakers Corporation. She is most likely responsible for the achievement of _____ goals.

a. operational
b. tactical
c. strategic
d. lower-level

A

B. Tactical

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16
Q

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.

A

B. Tatical

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17
Q

Roxanne is a manager at Geronimo Gaming. She recently attended a seminar on goal setting. She wishes to use goals to provide a sense of direction to her staff. She is using goals as:

a. a way to legitimize her department.
b. a source of motivation.
c. a standard of performance.
d. a guide to action.

A

a guide to action.

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18
Q

Which of the following refer to specific results expected from individuals?

a. Operational goals
b. Tactical goals
c. Strategic goals
d. Operational plans

A

a. Operational goals

19
Q

Which of the following represent plans developed at the organization’s lower levels that specify action steps toward achieving operational goals and that support tactical planning activities?

a. Tactical plans
b. Strategic plans
c. Operational plans
d. Supervisory plans

A

Operational plans

20
Q

The _____ is the department manager’s tool for daily and weekly operations.

a. conventional goal
b. strategic goal
c. strategic plan
d. operational plan

A

Operational plans

21
Q

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

A

operational goals

22
Q

. In developing a strategy map for her interior design business, Carla has decided to promote employee development by providing online training tools. This involves goals in which strategy map category?

a. Financial performance goals
b. Learning and growth goals
c. Internal business process goals
d. Customer service goals

A

b. Learning and growth goals

23
Q

Kate is a salesperson at a large retail chain. She was assigned a goal of $265,000 in sales for the current quarter. She is unhappy because she knows that the most any salesperson has sold in one quarter in the past is $150,000. Her goal of $265,000 is probably:

a. not specific and measurable.
b. not realistic.
c. irrelevant.
d. lacking a specific time period.

A

Not realistic

24
Q

All of the following are characteristics of effective goal setting except:

a. goals should be challenging but not unreasonably difficult.
b. goals should be set for every aspect of employee behavior.
c. specific and measurable.
d. cover key results area.
e. linked to rewards.

A

b. goals should be set for every aspect of employee behavior.

25
Q

The ultimate impact of goals depended on the extent to which goal achievement is linked to:

a. rewards.
b. salary increases.
c. promotions.
d. all of these.

A

all of these

26
Q

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

A

Management by objectives

27
Q

_____ is the first step in the MBO process.

a. Setting goals
b. Developing action plans
c. Appraising overall performance
d. Reviewing progress

A

Setting Goals

28
Q

High Fence Corporation is currently implementing an MBO program. Managers and employees jointly set objectives and develop action plans, and goal achievement is evaluated on an annual basis. High Fence is missing which major activity that must occur in order for MBO to be successful?

a. Developing a mission statement
b. Developing tactical goals
c. Reviewing progress
d. Reviewing operational plans

A

c. Reviewing progress

29
Q

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.

A

b. to develop new objectives based on the review of last year’s performance.

30
Q

_____ is the final step in the MBO process.

a. Appraise overall performance
b. Develop an action plan
c. Review progress
d. Set goals

A

a. Appraise overall performance

31
Q

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.

A

Operational goals are able to displace strategic goals.

32
Q

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.

A

a. They are developed to achieve a set of goals that are unlikely to be repeated in the future.

33
Q

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.

A

b. are used to provide guidance for tasks performed repeatedly within the organization.

34
Q

A project is an example of a:

a. policy.
b. standing plan.
c. procedure.
d. single-use plan.

A

A single use plan

35
Q

Cheyenne Creamery requires that all absent employees bring a note from their doctor when returning to work. This is an example of a:

a. single-plan use.
b. standing plan.
c. program.
d. procedure.

A

b. standing plan.

36
Q

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.

A

b. goals and plans may cause rigidity in a turbulent environment.

37
Q

. 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.

A

E

38
Q

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.

A

c. They define company responses to specific situations, such as emergencies or setbacks.

39
Q

Contingency plans are also referred to as:

a. standing plans.
b. rules.
c. scenarios.
d. procedures.

A

c

40
Q

The two stages of crisis planning include:

a. prevention and control.
b. planning and leading.
c. prevention and preparation.
d. preparation and control.

A

c

41
Q

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

A

C

42
Q

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

A

d. Designating a crisis management team in the event of an environmental disaster

43
Q

. _____ 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

A

b

44
Q

. List the four major activities that must occur in order for MBO to succeed.

A

1) Set goals, (2) develop action plans, (3) review progress, and (4) appraise overall performance.

MNGT 370 (10 decks)

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