ch.#7 - Chapter 7 Foundations of Planning TRUE/FALSE...

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Chapter 7 Foundations of Planning TRUE/FALSE QUESTIONS WHAT IS PLANNING? 1. Planning is concerned with how objectives are to be accomplished, not what is to be accomplished. (False; easy; p. 184) 2. 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. 184) WHY DO MANAGERS PLAN? 3. Planning provides direction to managers and nonmanagers alike. (True; easy; p. 185) 4. Even without planning, departments and individuals always work together, allowing organizations to move efficiently toward its goals. (False; moderate; p. 185) 5. Research indicates that nonplanning organizations always outperform planning organizations. (False; moderate; p. 185) HOW DO MANAGERS PLAN? 6. Goals are the foundation of organizational planning. (True; moderate; p. 186) 7. Most businesses have only one objective: to make a profit. (False; easy; p. 186) 8. Most companies’ goals can be classified as either strategic or financial. (True; moderate; p. 187) 9. Strategic goals are related to the financial performance of the organization. (False; moderate; p. 187) 10. An organization’s real goals are often quite irrelevant to what actually goes on. (False; easy; p. 189) 11. Operational plans specify the details of how the achievement of the overall objectives is to be obtained. (True; moderate; p. 189) 12. Long term used to mean anything over three years, but now it means anything over one year. (False; easy; p. 189) 17 2
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13. Short-term plans are those covering one year or less. (True; easy; p. 189) 14. Directional plans have clearly defined objectives. (False; moderate; p. 190) ESTABLISHING GOALS AND DEVELOPING PLANS 15. An integrated network of goals is sometimes called a means-end chain. (True; moderate; p. 192) 16. 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. 192) 17. In a typical MBO program, successful achievement of objectives is reinforced by performance-based rewards. (True; moderate; p. 193) 18. An MBO program consists of four elements: loose goals, participative decision making, an explicit time period, and performance feedback. (False; difficult; p. 193) 19. Studies of actual MBO programs find mixed results in terms of its effects on overall employee performance and organizational productivity. (False; difficult; p. 193) 20. In times of dynamic environmental change, well-defined and precisely developed action plans enhance organizational performance. (False; moderate; p. 193) 21. A well-designed goal should be measurable and quantifiable. (True; easy; p. 194) 22. Goals that are too easy to accomplish are not motivating and neither are goals that are not attainable even with exceptional effort. (True; moderate; p. 194) 23. The second step in goal setting is to determine the goals individually or with input from others.
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