CHAPTER 7 - Chapter 7 Foundations of Planning TRUE/FALSE...

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Chapter 7 Foundations of Planning TRUE/FALSE QUESTIONS A MANAGER’S DILEMMA 1. According to the vignette in “A Manager’s Dilemma,” UBS AG’s multichannel approach to online banking has been to date, a complete failure. (False; moderate; p. 157) WHAT IS PLANNING? 2. Organizational planning is concerned with how objectives are to be accomplished, not what is to be accomplished. (False; easy; p. 158) 3. If a manager refuses to write anything down or share his plans with others in the organization, he is not truly planning. (False; moderate; p. 158) WHY DO MANAGERS PLAN? 4. Research indicates that managers who plan always outperform nonplanning managers. (False; moderate; p. 159) 5. Planning reduces uncertainty regarding current events, but often leaves rule-bound managers unable to anticipate change and develop appropriate responses to future events. (False; moderate; p. 159) 6. According to the textbook, research indicates that nonplanning organizations generally outperform planning organizations. (False; moderate; p. 159) 7. Planning establishes the goals and standards by which managers control their organization. (True; difficult; p. 159) 8. Studies have found that the quality of the planning process and the appropriate implementation of plans contribute more to high performance than the extent of planning. (True; moderate; p. 159) HOW DO MANAGERS PLAN? 9. Operational planning is usually performed by upper management. (False; moderate; p. 162) 10. Operational plans specify the details of how the achievement of the overall objectives is to be obtained. (True; difficult; p. 162) 11. Directional plans have clearly defined objectives. (False; moderate; p. 163) 144
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12. Developing an acquisition plan after a recent takeover is an example of a single-use plan. (True; difficult; p. 163) 13. Standing plans create guidance for regularly occurring activities and events. (True; moderate; p. 163) 14. Goals are the foundation of organizational planning. (True; moderate; p. 160)) ESTABLISHING GOALS AND DEVELOPING PLANS 15. In traditional goal settings, goals often lose clarity and unity as they make their way from the top to the bottom of the organization. (False; moderate; p. 164) 16. In a rapidly changing environment, well-defined and precisely developed action plans enhance organizational performance. (False; moderate; p. 163) 17. Planning is a waste of time in a volatile environment. (False; easy; p. 163) 18. The more the current plans affect future commitments, the longer the time frame for which managers should plan. (True; difficult; p. 168) 19. In MBO, or Management by Objectives, goals are often less well-defined, giving managers and employees more flexibility to respond to changing conditions. (False; moderate; p. 165)
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This note was uploaded on 02/16/2010 for the course CE MAN 320F taught by Professor Leno during the Spring '10 term at University of Texas-Tyler.

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CHAPTER 7 - Chapter 7 Foundations of Planning TRUE/FALSE...

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