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| 1 | |
Bridget is a top executive with her company. Recently she has devoted her skills and talents to the development of new organizational objectives and the manner in which her firm can achieve those goals. It could be stated that Bridget is engaged in ______. |
| | A) | resource allocation |
| | B) | planning |
| | C) | implementation |
| | D) | forecasting |
| | E) | effort coordination |
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| 2 | |
The Galaxy Company of Baltimore is expanding its operations. Upper management has determined the organization will need $100 million for the expansion project. The organizational leaders have decided to borrow $90 million from the F & M Bank and fund the rest of the project through sales of its stock. This process is indicative of ________________. |
| | A) | objective setting |
| | B) | implementation |
| | C) | action planning |
| | D) | strategic planning |
| | E) | resource allocation |
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| 3 | |
Customers of the Fluffy Bear Company (FBC) will drive over 100 miles in order to purchase an authentic Fluffy Bear product because their quality can not be matched by competitors in the industry. This is indicative of FBC's ____________. |
| | A) | planning |
| | B) | actions |
| | C) | resource allocation |
| | D) | core competencies |
| | E) | objectives |
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| 4 | |
The act of organizational planning has several benefits associated with it. Of the following, which would not be considered a benefit of this action? |
| | A) | It helps the organization respond to challenges present within its environment |
| | B) | It assists management with establishing organizational priorities |
| | C) | It provides means for obtaining financial resources and funding |
| | D) | It leads to improved managerial skill levels within the organization |
| | E) | It provides an overall blueprint for managerial actions at the organization |
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| 5 | |
When workers are involved in managerial activities, they tend to "buy in" and work much harder to see an effort succeed. What benefit of planning does this best describe? |
| | A) | Assessment of external forces |
| | B) | Encouraging participation |
| | C) | Coordination of efforts |
| | D) | Establishment of priorities |
| | E) | Focusing attention on different time horizons |
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| 6 | |
All of the following would be considered a pitfall to the planning process of an organization except _______. |
| | A) | flawed forecasting of future conditions |
| | B) | objectives no longer have pertinence to the organization |
| | C) | desired objectives no longer are optimal for the organization |
| | D) | improved managerial skill levels |
| | E) | the bureaucracy of the process can impede its success |
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| 7 | |
The art of successful organizational planning has several key factors. Which of the following is not considered a key factor? |
| | A) | Utilization of judgmental methodologies |
| | B) | Concentration of efforts on a manageable set of issues |
| | C) | Involving different organizational levels |
| | D) | Viewing the process as a continuous process |
| | E) | Utilization of only numerical methodologies |
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| 8 | |
When management becomes bogged down with paperwork and overanalyzing every detail connected to the development of a new plan, it is referred to as _______. |
| | A) | inflexible adherence to objectives |
| | B) | paralysis of the analysis |
| | C) | inflexible adherence to processes |
| | D) | extensive bureaucratization |
| | E) | maintaining the process as a self-contained activity |
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| 9 | |
________ involves actions triggered by unforeseen circumstances and assists the formal plan to function more smoothly. |
| | A) | Opportunistic planning |
| | B) | Resource allocation planning |
| | C) | Tactile planning |
| | D) | Judgmental planning |
| | E) | Futuristic planning |
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| 10 | |
The formal planning process is comprised of several steps. Currently, Jordan is busy with establishing targets to be achieved by his organization. What step is Jordan taking in his company's formal planning process? |
| | A) | Budget allocation |
| | B) | Resource allocation |
| | C) | Implementing the plan |
| | D) | Setting objectives |
| | E) | Developing a course of action |
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| 11 | |
Of the following, which would not be considered a worthwhile objective for an organization? |
| | A) | Decreased number of patents |
| | B) | Decreased percentage of rejected products |
| | C) | Ample return on R&D investments |
| | D) | Increase in the return on assets |
| | E) | High earnings per share to stockholders |
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| 12 | |
Which one of the following items does not possess a relationship to the worthwhile objective of marketing? |
| | A) | International sales |
| | B) | Market growth |
| | C) | Return on investment |
| | D) | Increase in domestic sales |
| | E) | Achievement of market share in Ireland |
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| 13 | |
A specific planning technique that is used widely in the United States and abroad is _______. This technique involves the mutual setting of objectives between supervisors and employees. |
| | A) | formal planning |
| | B) | strategic planning |
| | C) | operational planning |
| | D) | tactile planning |
| | E) | management by objectives |
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| 14 | |
An organizational plan based on overall organizational features, its resources, and the environment is called a/an _______. |
| | A) | tactile action plan |
| | B) | operational action plan |
| | C) | strategic action plan |
| | D) | management by objectives plan |
| | E) | single use plans |
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| 15 | |
When Norman explores his organization's strategic plan to see if prominent efforts of integration between the various units and departments of the firm are present, he is looking for the presence of _______ |
| | A) | synergy |
| | B) | allocation |
| | C) | congruency |
| | D) | proactivity |
| | E) | reactivity |
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| 16 | |
Once an organization has established its objectives, its next step is to decide what actions are necessary to achieve the desired results. Which one of the following types of action plans is developed at the department level and is concerned with division of labor and budgeting? |
| | A) | Strategic |
| | B) | Operational |
| | C) | Tactile |
| | D) | Efficiency |
| | E) | Proactivity |
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| 17 | |
At many firms today, employees are asked to participate in the budget-setting process. Of the following, which one is not a form that employee involvement in this process may take? |
| | A) | Transference of resources |
| | B) | Development of significant rewards |
| | C) | Termination of poor performers |
| | D) | Allocation of the budget |
| | E) | Creating forecasts |
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| 18 | |
_________ and employees directly responsible for individual tasks and activities are the ones who create operational action plans. |
| | A) | Corporate executives |
| | B) | Chief executive officers |
| | C) | General laborers |
| | D) | Stakeholders |
| | E) | Line managers |
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| 19 | |
Of the following, which is not considered an organizational benefit of a properly executed operational plan? |
| | A) | Ability to visualize alternative ways to utilize resources |
| | B) | Ability to evaluate the plan's effectiveness |
| | C) | Opportunity to use feedback for continued incremental learning |
| | D) | Ability to predict the effects of modifications in operations on the efficiency of operations |
| | E) | Opportunity to offer promotions within various department levels |
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| 20 | |
Implementation of an organizational plan requires thought to be given toward all but which one of the following? |
| | A) | The means of implementation |
| | B) | The process for problem solving |
| | C) | The financial burden acquired |
| | D) | The linking with control systems |
| | E) | The means of dealing with change |
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| 21 | |
The major approaches utilized by managers to induce employees to accomplish the planned actions associated with implementation include all of the following except _______. |
| | A) | authority |
| | B) | coercion |
| | C) | persuasion |
| | D) | feedback |
| | E) | policy |
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| 22 | |
Which of the following items is not a step in the process for organizational problem solving? |
| | A) | Identify performance gaps |
| | B) | Check for organizational congruence |
| | C) | Execute the plan |
| | D) | Identify tasks necessary for employee acceptance |
| | E) | Learn from the consequences |
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| 23 | |
Thomas is in the process of determining the extent to which the other departments of his company are helping or hindering the plan's fit with the organizational structure. Of the six stages of organizational problem solving, which one is Thomas most probably at? |
| | A) | Intervening to create alignment |
| | B) | Executing the plan |
| | C) | Identifying performance gaps |
| | D) | Checking for organizational congruence |
| | E) | Identifying necessary processes |
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