1.

Planning is concerned with how objectives are to be accomplished, not what is to be

accomplished. -
F
2. Planning provides direction to managers and nonmanagers alike. T
3. Even without planning, departments and individuals always work together, allowing
4. organizations to move efficiently toward its goals.
5. Goals are the foundation of organizational planning. FF
6. Most businesses have only one objective: to make a profit. =
7. Most companies' goals can be classified as either strategic or financial.
=I, =
8. Goals and objectives are two terms used interchangeably in the planning process.
9. Strategic goals are related to the financial performance of the organization.
10. An organization's real goals are often quite irrelevant to what actually goes on.

-
11. Strategic plans can be categorized as long term, directional, and single use
12. Operational plans encompass a particular operational area of the organization.
13. Short-term plans are those covering one year or less.
14. When uncertainty is high and managers must be flexible to respond to unexpected
changes, directional plans are preferable. #T
15. In MBO, or management by objectives, goals are often less well-defined, giving
managers and employees more flexibility to respond to changing conditions. E
16. A well-designed goal should be measurable and quantifiable. ↑
17. Goals that are too easy to accomplish are not motivating and neither are goals that are
not attainable even with exceptional effort. +
18. The more the current plans affect future commitments, the longer the time frame for
which managers should plan. T -

19. Planning is a waste of time in a volatile environment. F

20. In today's dynamic business environment, successful firms recognize that planning is an
ongoing process, not a tablet of rules cast in stone. T -

21. Managers must be able to follow through with plans even if conditions change. F !
22. Effective planning in dynamic environments means flattening the organizational T
hierarchy. -

23. Planning involves defining the organization's goals, establishing an overall strategy for
achieving those goals, and developing a comprehensive set of plans ________.
A) as to which shift will perform what work functions
B) to determine which manager will be in charge of which department
 O
C) for organizational work activities -
D) to establish the quality and quantity of work to be accomplished
24. The effect of planning on managers is that it forces them to ________.
A) react to change
O B) consider the impact of change
C) respond indiscriminately
①D) develop bureaucratic response models
25. Planning can't eliminate change. Managers plan in order to ________.
A) be prepared for when changes in management at the top occurs
di bo
G B) anticipate changes and develop the most effective response to changes-
C) decide what needs to be done when a change in environments happen
D) have the appropriate materials available when the demand for them comes about
26. Planning gives direction, reduces the impact of change, minimizes waste and
redundancy, and ________.
A) establishes the workloads for each of the departments
B) sets the basis used for promotion of individuals within the organization

& C) eliminates departments that are not needed within the plan
D) sets the standards used in controlling
27. Studies of performance in organizations that plan have reached ________.
A) somewhat negative conclusions regarding the benefits of planning
B) generally mixed conclusions regarding the benefits of planning
C) generally negative conclusions regarding the benefits of planning
GD) generally positive conclusions regarding the benefits of planning -
28. The quality of the planning process and the appropriate implementation of the plans
probably ________.
A) don't contribute to high performance nearly as much as the extent of planning
G
B) contribute more to high performance than does the extent of planning
C) contribute less to high performance than does the extent of planning
①
D) should be studied more to factually determine which contributes the most
29. Governmental regulations, powerful labor unions, and other critical environmental
forces constrain managers' options and ________ the impact of planning on an
organization's
performance.
O
A) reduce
B) increase
G
C) neutralize
&
 D) don't affect
30. Planning is often called the primary management function because it ________.
A) offers some basis for future decision making
B) creates the vision for the organizational members to work toward
OC) establishes the basis for all the other functions -
D) sets the tone for the organizational culture
31. Planning involves two important elements: ________.
A) goals and decisions
O B) goals and plans -
C) plans and decisions
D) goals and actions
32. Goals are objectives, ________.
SA) and we use the two terms interchangeably -
B) but goals are long term, and objectives are short term
C) but goals are used by top management, and objectives are used by first-level
management
D) but goals are used in reference to profits, and objectives are used in reference to
production output
33. Plans are documents that outline how goals are going to be met and ________.
E A) define which department has what responsibilities needed to accomplish the
goals
B) tell what materials and processes are necessary to fulfill the goals
C) identify how much capital is required to complete the goals
O
D) describe resource allocations, schedules, and other necessary actions to
accomplish the goals
34. ________ can evaluate whether an organization is successful.
A) A goal is the only measure that
G B) No single measure -
C) Plans are also a measure that
D) Stakeholders are the only groups that
35. When managers emphasize one goal, they ________.
O A) assure that the one goal will be accomplished even above the established level
8B) ignore other goals that must also be reached if long-term success is to achieved
C) make the goal easier to be accomplished by all organizational members
D) deny the organizational members the opportunity to grow and develop
X Using a single objective can result in unethical practices because managers ________.
36.
A) want to satisfy the stockholders of the organization
B) will manipulate the outcomes reported to assure that the one objective is
achieved
C) will ignore other important parts of their jobs in order to look good on that one
measure
D) will use overtime to accomplish that single objective without reporting it
37. Official statements of what an organization says and what it wants its various
stakeholders to believe are referred to as ________.
A) real goals
O
B) stated goals -
C) committed goals
D) comprehensive goals
38. The conflict in stated goals exists because organizations respond to a variety of
________.
O
A) stakeholders
O
B) external environments
C) governmental regulations
D) stockholders Mue tin sta tuyen bo
39. Which of the following is true concerning an organization's stated objectives?
A) Organizations issue identical objectives to all constituents.

&
B) Organizations typically have internal and external sets of objectives.
C) Organizations may issue different objectives to stockholders, customers,
employees, and the public.
D) Stated objectives are usually in line with short-term actions.
40. What should a person do to understand what the real objectives of the organization are?
& A) observe organizational members' actions-
B) attend a stockholders' annual meeting
C) read their annual report
D) watch television news reports
X
41. Strategic plans tend to cover a longer period of time than operational goals and also
________.
A) cover a more narrow view of the organization
B) cover the financial projections of the planning period
C) cover a broader view of the organization
D) include an estimate of the profits that the stockholder can anticipate as dividends
42. As organizational environments have become more uncertain, ________.
A) organizations are having to make longer term plans
B) organizations have to resist the uncertainties to keep the plans moving toward the
objectives
C) organizations have to request that the government pass more legislation
restricting the amount of uncertainty
O
D) the definition of long term has changed -
43. Specific plans are clearly defined and ________.
X
A) allow managers to interpret their "flexibility" on their own
B) leave no room for interpretation
C) give the managers authority to interpret the plans for their area of responsibility
D) keep the stakeholders informed of the organization's objectives
44. Directional plans ________.
A) have clearly defined objectives
OB) identify general guidelines
C) meet the needs of a unique situation
& D) last for 3-5 years
45. The flexibility inherent in directional plans must be weighed against the ________.
A) gain of a shorter planning period provided by specific plans
O B) gain of a longer planning period provided by specific plans
GC) loss of clarity provided by specific plans
D) loss of a shorter planning period provided by specific plans
46. ________ is a one-time plan specifically designed to meet the needs of a unique
situation.
A) A multipurpose plan
B) A strategic plan
C) An operational plan
G
D) A single-use plan ↑
47. Standing plans are ongoing plans that provide ________.
A) general directions of how to accomplish an identifiable task
B) stakeholders with identifiable goals that the organization will always strive to
achieve
C) the stockholders with identifiable goals that the organization will always strive to
achieve
OD) guidance for activities performed repeatedly~
48. A city's policy concerning skateboarding on downtown sidewalks that provides
 guidance for
police action would be considered what type of plan?
G
A) standing -
B) contingency
C) directional
D) single-use
49. Goals provide the direction for all management decisions and actions and form the
________.
A) profit basis that the organizations will accomplish for stockholders
O
B) desired outcomes that the organizational members will achieve
C) basis for the sharing of profits with the employees at the end
O
D) criteria against which actual accomplishments are measured
50. With traditional goal setting, the goals are set at the top level of management and
________.
A) then they become the responsibility of first-line management to achieve the goals
B) then they are broken down into subgoals for each level of the organization -
O
C) all the efforts to achieve the goals are directed by top management to ensure that
they are achieved
D) then they are delegated to the next lower level to be achieved
51. With traditional goal setting, the assumption is that ________.
J
A) top managers know what is best because they see the "big picture"
B) top managers are unfamiliar with setting goals, so lower-level managers are
assigned to do the task
C) lower-level managers understand more of what needs to be accomplished
D) lower-level managers are incapable of setting goals
52. With traditional goal setting, employees' work efforts at their respective levels and work
areas are geared to meet the goals ________.
A) so that the top management will be retained in their position
B) so that their immediate supervisors will be retained in their position
O
C) that have been assigned in their specific areas of responsibility
D) within the shortest amount of time possible
53. What happens to traditional goals as they make their way down from top management
to lower levels?
O
A) They lose clarity and unity.
B) They unite the workforce.
&C) Lower-level managers must continually revise and correct them.
D) They purposely remain vague and nonspecific.
54. Management by objectives (MBO) is a management system in which the first step is
setting
specific performance goals that are ________.
A) established that can be easily accomplished
O
B) jointly determined by employees and their managers -
C) determined by top management with clarity so that the objectives are clear to
even the most incompetent employee
D) developed in such a manner that the employees are self-directed and do not need
supervision
55. What is the first step in a typical MBO program?
O
A) Major objectives are allocated among divisional and departmental units.
B) Unit managers collaboratively set specific objectives for their units with their
managers.
C) The organization's overall objectives and strategies are formulated.
D) Action plans are specified and agreed upon by managers and employees.
56. In the MBO system, ________.
A) objectives are determined by management
B) goals are only reviewed at the time of completion
C) goals are used as controls
GD) progress toward objectives is periodically reviewed-
57. A well-designed goal should be ________.
A) short and very specific about expected outcomes
OB) written in terms of outcomes rather than actions
C) identifiable to even the first-line supervisors
&D) specific and within a manageable time frame
58. What is the purpose of an organization called?
A) the organization's action plan
C B) the organization's mission
C) the organization's vision
D) the organization's contingency plan
59. When setting goals, what should a manager do after writing down the goals and
communicating them to all who need to know?
A) determine the goals individually or with input from others
B) evaluate available resources
⑳
C) review results and whether goals are met
D) review the organization's mission
60. Three contingency factors that affect planning are level in the organization, degree of
environmental uncertainty, and ________.
A) length of future commitments
G
C
-B) quantity of future commitments
C) frequency of future commitments
D) enforceability of future commitments
61. ________ planning dominates managers' planning efforts at lower levels of the
-
organization.
A) Strategic
B) Tactical
C Operational
C) -
D) Functional
62. The commitment concept means that plans should extend far enough to meet those
commitments ________.
A) as quickly as possible
B) while the resources are available
C) with the stakeholders and make it appear that the organization is really
committed
C
D) made when the plans were developed -
63. Planning for too long or too short a time period ________.
A) is effective planning
B) is inefficient and ineffective
CC) is the concept of commitment
D) depends on the organization
64. As organizations expand and update their computing technology, they are ________.
O A) committed to whatever future expenses are generated by that plan
B) in a state of high environmental uncertainty
C) in a state of low environmental uncertainty
D) relying on lower level management to do the planning
65. How an organization plans can be best understood by looking at ________.
O A) the goals set by the organization's planners
-
B) who does the planning
C) the flexibility of the organization's plans
D) the priority of the goals
66. What is defined as a group of planning specialists whose sole responsibility was
helping to write the various organizational plans?
 &A) traditional planning specialists
B) organizational planning department
C) formal planning department
D) mission writers
67. When can the traditional top-down approach to planning be effective?
A) only if the documents look impressive
B) only if the documents are prepared for the corporate planning staff
C) only if the planning involves lower level management
CD) only if managers understand that they must create usable documents that
members actually use
68. When organizational members are more actively involved in planning, they see that the
plans ________.
A) are not as important as management makes them out to be
B) are how the company is going to be judged by the stockholders

EC) are more than just something written down on paper

D) stated to stakeholders are the real plans that the organization desires to achieve
69. Managers who continue to do the things required to achieve the original goals of a plan
________.
A) are following their intuition
B) are demonstrating their ability to follow a flexible and specific plan
C) are acting responsibly
O
D) may not be able to cope with a changed environment
70. What is a frequently cited criticism of formal planning?
A) Plans can't be developed for a dynamic environment.
G
B) Formal planning is too time consuming, given the dynamism in modern business
environments.
C) Formal planning creates extra, often redundant levels of hierarchy within the
organization.
D) Formal planning works well only for large, diversified companies.
71. Successful organizations are typically the result of what?
A) flexibility
O
B) formal planning efforts
C) innovative vision
D) mechanical analysis
72. Visions have a tendency to ________ as they evolve.
A) become formalized
 B) fail
&
C) generate more creativity
D) trap employees in a certain mindset
73. Formal planning focuses managers' attention on what?
A) the changing future
&
B) today's competition
C) tomorrow's survival
D) yesterday's successes and failures
74. What argument against formal planning indicates that confidence in a plan is
dangerous?
A) Just planning isn't enough.
B) Formal planning reinforces success, which may lead to failure.
C
C) Planning may create rigidity.
D) Plans cannot be developed for a dynamic environment.
75. In an uncertain environment, managers want to develop ________ plans.
A) general and flexible
& B) specific but flexible-
C) formal
D) contingency
76. Formal plans serve as a roadmap although the destination may be changing constantly
due to ________.
G
A) dynamic market conditions
B) political changes
C) management changes
D) employment makeup
77. It is ________ formal planning efforts when the environment is highly uncertain.
A) not as important to continue
S B) important to switch to directional planning and cease
C) necessary to cease
D) important to continue
78. Why does the persistence in planning efforts contribute to significant performance
improvement?
A) After so many tries, managers have to hit on a success.
B) If managers wear down the employees enough, their performance will improve.
C) The quality of managers' planning improves when they continue to do it.
 O
D) Managers discover that their focus should be on the future instead of present.
79. The president has expressed concern regarding the impact of planning on the ability of
the
organization to respond to emerging changes in the higher education environment, such
as
distance learning and corporate universities. You should tell the president that planning
________.
A) forces managers to look at the present
B) forces managers to anticipate change
C
C) eliminates the consideration of the impact
-
of change
D) increases uncertainty
80. The fact that your plan covers three years suggests that your plan is most consistent
with what type of plan?
A) specific
O
B) long term
C) operational
D) strategic Ton b to chic
81. Your plan will cover the entire organization. This characteristic is most consistent with
what type of plan?
A) specific
B) long term
C) standard
O
D) strategic
82. To make his business successful, Robert will first have to develop what type of plan?
A) operational
B) specific
O
C) directional
D) strategic
83. For the most part, you should assign the operational planning activities to ________.
A) line staff
B) top managers
&
C) lower-level managers
D) middle managers
84. Which plans should you and other top management members be developing?
A) operational
B) specific
O
C) overall
O
D) strategic