Chapter 7 Managerial Planning and Goal Setting - Môn quản trị học - Đại Học Kinh Tế - Đại học Đà Nẵng

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Chapter 7 Managerial Planning and Goal Setting True/False Ques 琀椀 ons
2. Because everything else stems from leading, of the four management func 琀椀 ons,
leading => planning is considered the most fundamental. Answer: False
3. A desired future state that the individual or organiza 琀椀 on a 琀琀 empts to realize is a goal. Answer: True
4. Goals specify today's means; plans specify future ends. Answer: False
5. The act of determining the organiza 琀椀 on goals and the means for achieving them is
calledgoal se 琀 ng. => planning Answer: False
6. The mission is the basis for the strategic level of goals and plans, which in turn shapes
thetac 琀椀 cal and opera 琀椀 onal level. Answer: True
9. A plan tells "why" to achieve the goal. Answer: False
10. Plans provide a standard of assessment. Answer: False
12. The company's philosophy as well as purpose is o 昀琀 en expressed in mission
statements. (Triết lý cũng như mục đích của công ty thường được thể hiện trong các tuyên bố sứ mệnh.) Answer: True
13. An organiza 琀椀 on's mission describes its reason for existence. Answer: True
14. Strategic plans and goals are those that focus on where the organiza 琀椀 on wants to be
in the futureand pertain to the organiza 琀椀 on as a whole. Answer: True lOMoARcPSD| 49328626
15. A broad statement of where the organiza 琀椀 on wants to be in the future refers to a
mission statement. => stategic goals Answer: False
16. Opera 琀椀 onal => Tac 琀椀 cal plans and goals are those that focus on the outcomes
that major divisions and departments must achieve in order for the organiza 琀椀 on to reach its overall goals. Answer: False
17. The department manager's tool for daily and weekly opera 琀椀 ons is called the opera 琀椀 onalplan. Answer: True
18. A means-end chain is when lower-level goals lead to the accomplishment of higher- levelgoals. Answer: True
19. Speci 昀椀 c and measurable goal characteris 琀椀 cs apply only to the lower-level goals. Answer: False
20. Goals are most e 昀昀 ec 琀椀 ve when they are speci 昀椀 c, measurable, challenging and linked torewards. Answer: True
22. The goals should be easy => challenging, for employees to feel mo 琀椀 vated, so that
they can achieve them easily which in turn increases their mo 琀椀 va 琀椀 on level. Answer: False
23. MBO refers to managing by opportunity. => management by objec 琀椀 ves Answer: False
24. The most di 昀케cult step in an MBO process is reviewing progress.=> set goals Answer: False
26. To review progress => appraise overall performance is the 昀椀 nal step in the MBO process. Answer: False lOMoARcPSD| 49328626
29. Standing => single - use plans de 昀椀 ne company responses to speci 昀椀 c situa 琀椀 ons
such as natural emergencies or compe 琀椀琀椀 ve setbacks. Answer: False
Mul 琀椀 ple Choice Ques 琀椀 ons
1. Which of these refers to a desired future state that an organiza 琀椀 on a 琀琀 empts to realize? a. Plan b. Vision statement c. Goal d. Mission statement e. Idea
Answer: c Level: 1 Page: 238 Type: F
2. ……….specify future ends and ………….specify today's means. a. Goals, plans b. Plans, goals c. Planning, organizing d. Ideas, behaviors e. Mission, vision Answer: a
3. A blueprint specifying the resource alloca 琀椀 ons schedules, and other ac 琀椀 ons
necessary for a 琀琀 aining goals is referred to as a(n) a. goal. b. plan. c. mission. d. vision. e. objec 琀椀 ve. Answer: b
4. ______ is the act of determining the organiza 琀椀 on's goals and the means for achieving them. a. Brainstorming b. Organizing c. Planning d. Developing a mission e. A blueprint
Answer: c Level: 1 Page: 238 Type: F
5. The planning process begins with which of these?
a. The development of opera 琀椀 onal goals
b. The development of a mission statement
c. Communica 琀椀 on of goals to the rest of the organiza 琀椀 on
d. A company-wide mee 琀椀 ng e. Brainstorming Answer: b lOMoARcPSD| 49328626
6. The …………….is the basis for the strategic level of goals and plans which in turn shapes
The…………… and ……………….level.
a. goal, mission, tac 琀椀 cal
b. objec 琀椀 ve, opera 琀椀 onal, mission
c. opera 琀椀 onal goal, mission and tac 琀椀 cal
d. mission, tac 琀椀 cal, opera 琀椀 onal
e. tac 琀椀 cal plan, opera 琀椀 onal, mission
Answer: d Level: 2 Page: 238 Type: F
7. Which of these are primarily responsible for strategic goals/plans? a. Middle management b. Board of directors c. Consultants d. Senior management e. Lower management Answer: d
8. ______ is primarily responsible for opera 琀椀 onal goals/plans. a. Middle management b. Board of directors c. Consultants d. Senior management e. Lower management Answer: e
9. Which of these is/are primarily concerned with tac 琀椀 cal goals/plans? a. Middle management b. Board of directors c. Consultants d. Senior management e. Lower management Answer: a
10. Ruby is a 昀椀 rst-line supervisor at Roo 昀琀 op Corpora 琀椀 on. She is most concerned with which level of goals? a. Opera 琀椀 onal goals b. Tac 琀椀 cal plans c. Strategic goals d. Mission statement e. Vision
Answer: a Level: 2 Page: 239 Type: A
11. ______ symbolizes the legi 琀椀 macy of the organiza 琀椀 on to external audiences. (tượng
trưng cho 琀 nh hợp pháp của tổ chức đối với khán giả bên ngoài) a. Opera 琀椀 onal goals lOMoARcPSD| 49328626 b. Tac 琀椀 cal plans c. Strategic goals d. Mission statement e. Tac 琀椀 cal goals Answer: d
13. A statement that iden 琀椀昀椀 es dis 琀椀 nguishing characteris 琀椀 cs of an
organiza 琀椀 on is known as a. a goals statement. b. a values statement. c. an income statement. d. a mission statement.
e. a compe 琀椀琀椀 ve-edge statement. Answer: d
14. Which of these are described by mission statements? a. Corporate values b. Company philosophy c. Company purpose d. All of the above e. a and b only Answer: d
15. The organiza 琀椀 on's reason for existence is known as
a. the organiza 琀椀 on's value.
b. the organiza 琀椀 on's vision.
c. the organiza 琀椀 on's mission.
d. the organiza 琀椀 on's goal.
e. the organiza 琀椀 on's service.
Answer: c Level: 2 Page: 241 Type: F
16. "We respect our employees and value their diversity" is an example of a statement you
are most likely to 昀椀 nd in the organiza 琀椀 on's a. mission. b. strategic goals. c. tac 琀椀 cal goals. d. strategic plans. e. tac 琀椀 cal plans.
Answer: a Level: 3 Page: 241 Type: A
17. "We seek to become the premier business school in the west" is an example of
a statement you are most likely to 昀椀 nd in the organiza 琀椀 on's a. tac 琀椀 cal goals. b. opera 琀椀 onal goals. c. mission. lOMoARcPSD| 49328626 d. tac 琀椀 cal plans. e. opera 琀椀 onal plans.
Answer: c Level: 3 Page: 241 Type: A
19. At the top of the goal hierarchy is the a. strategic goals. b. tac 琀椀 cal goals. c. opera 琀椀 onal goals. d. mission. e. employee goals.
Answer: d Level: 2 Page: 241 Type: F
20. Which of these represent the broad statements of where the organiza 琀椀 on wants to be in the future? a. Opera 琀椀 onal goals b. Tac 琀椀 cal goals c. Strategic goals d. Opera 琀椀 onal goals e. Tac 琀椀 cal plans
Answer: c Level: 1 Page: 242 Type: F
21. The o 昀케cial goals of the organiza 琀椀 on are best represented by the . a. strategic goals b. tac 琀椀 cal goals c. opera 琀椀 onal goals
d. compe 琀椀琀椀 ve goals e. none of the above
Answer: a Level: 2 Page: 242 Type: F
22. A long-term 琀椀 me frame is most closely associated with a. opera 琀椀 onal plans. b. tac 琀椀 cal plans. c. strategic plans. d. mission plans. e. tac 琀椀 cal goals.
Answer: c Level: 2 Page: 242 Type: F
23. Which of these are called the ac 琀椀 on steps by which an organiza 琀椀 on intends
to a 琀琀 ain its strategic goals? a. Tac 琀椀 cal goals b. Opera 琀椀 onal goals c. Tac 琀椀 cal plans d. Opera 琀椀 onal plans lOMoARcPSD| 49328626 e. Strategic plans
Answer: e Level: 1 Page: 242 Type: F
24. …………goals lead to the a 琀琀 ainment of ………….goals, which in turn lead to the a 琀琀
ainment of …………..goals.
a. Opera 琀椀 onal, strategic, tac 琀椀 cal
b. Tac 琀椀 cal, opera 琀椀 onal, strategic
c. Strategic, tac 琀椀 cal, opera 琀椀 onal
d. Opera 琀椀 onal, tac 琀椀 cal, strategic e. None of the above.
Answer: d Level: 3 Page: 242-243 Type: F
25. Goals that de 昀椀 ne the outcomes that major divisions and departments must achieve in
order for the organiza 琀椀 on to reach its overall goals is called a. strategic goals. b. tac 琀椀 cal goals. c. opera 琀椀 onal goals. d. a mission. e. a plan.
Answer: b Level: 1 Page: 242 Type: F
26. Beth is a middle manager at Egg Elements Corpora 琀椀 on. She is most likely
responsible for the achievement of goals. a. opera 琀椀 onal b. tac 琀椀 cal c. strategic d. lower-level e. top-level
Answer: b Level: 2 Page: 242 Type: F
27. ______ represent plans developed at the organiza 琀椀 on's lower levels that specify
ac 琀椀 on steps toward achieving opera 琀椀 onal goals and that support tac 琀椀 cal
planning ac 琀椀 vi 琀椀 es. a. Tac 琀椀 cal plans b. Strategic plans c. Opera 琀椀 onal plans d. Supervisory plans e. Organiza 琀椀 onal plans
Answer: c Level: 1 Page: 243 Type: F
28. Which of these refer to speci 昀椀 c results expected from individuals? a. Opera 琀椀 onal goals b. Tac 琀椀 cal goals c. Strategic goals d. Opera 琀椀 onal plans e. Mission statements lOMoARcPSD| 49328626
Answer: a Level: 2 Page: 243 Type: F
29. Lower-level goals should lead to the achievement of higher-level goals. This is called a. linking pin theory. b. a value-based chain. c. a means-end chain. d. all of the above. e. none of the above.
Answer: c Level: 2 Page: 244 Type: F
30. Which of these is lacking in the goal "pro 昀椀 ts should be increased in the coming
year?" a. Speci 昀椀 c and measurable
b. Challenging but realis 琀椀 c c. Covers key result areas
d. De 昀椀 ned 琀椀 me period e. None of the above
Answer: a Level: 2 Page: 245 Type: A
31. Tabu 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 speci 昀椀 c and measurable. b. not realis 琀椀 c. c. irrelevant.
d. lacking a speci 昀椀 c 琀椀 me period.
e. does not cover key result area.
Answer: b Level: 3 Page: 246 Type: A
32. You are viola 琀椀 ng which of these goal characteris 琀椀 cs when you a 琀琀 empt to create
goals for every aspect of employee behavior? a. Speci 昀椀 c and measurable b. Linked to rewards
c. De 昀椀 ned 琀椀 me period d. Cover key result areas
e. Challenging but realis 琀椀 c
Answer: d Level: 2 Page: 246 Type: F
33. Samuel set goals for each of his employees. Each employee ended up with at least
twenty-昀椀 ve goals. This process violates which of the following criteria for e 昀昀 ec
琀椀 ve goals? a. Speci 昀椀 c and measurable
b. Challenging but realis 琀椀 c c. Covers key result areas
d. De 昀椀 ned 琀椀 me period e. Linked to rewards
Answer: c Level: 2 Page: 246 Type: A
34. All of the following are characteris 琀椀 cs of e 昀昀 ec 琀椀 ve goal se 琀 ng EXCEPT lOMoARcPSD| 49328626
a. goals should be challenging but not unreasonably di 昀케cult.
b. goals should be set for every aspect of employee behavior.
c. speci 昀椀 c and measurable. d. cover key results area. e. linked to rewards.
Answer: b Level: 2 Page: 245-246 Type: F
35. The ul 琀椀 mate impact of goals depended on the extent to which goal achievement is linked to a. rewards. b. salary increases. c. promo 琀椀 ons. d. all of the above. e. b and c only.
Answer: d Level: 2 Page: 246 Type: F
36. Which of these is the 昀椀 rst step in the MBO process? a. Se 琀 ng goals
b. Developing ac 琀椀 on plans
c. Appraising overall performance d. Reviewing progress e. None of the above
Answer: a Level: 1 Page: 247 Type: F 37.
In using MBO, objec 琀椀 ves should be set a. by the supervisor. b. by the employee.
c. jointly by the supervisor and the employee.
d. by the accoun 琀椀 ng department. e. by top management.
Answer: c Level: 2 Page: 247 Type: F
38. Which of these is a method of management whereby managers and employees de 昀椀
ne goals for every department, project, and person and use them to monitor subsequent performance?
a. Organiza 琀椀 onal planning
b. Management by objec 琀椀 ves c. Goal se 琀 ng d. Mission development e. Vision development
Answer: b Level: 1 Page: 247 Type: F
39. Yard Fence Corpora 琀椀 on is currently implemen 琀椀 ng an MBO program.
Managers and employees jointly set objec 琀椀 ves and develop ac 琀椀 on plans, and lOMoARcPSD| 49328626
goal achievement is evaluated on an annual basis. Yard Fence is missing which major ac
琀椀 vity that must occur in order for MBO to be successful? a. Developing a mission statement
b. Developing tac 琀椀 cal goals c. Reviewing progress
d. Reviewing opera 琀椀 onal plans e. None of the above
Answer: c Level: 2 Page: 247-248 Type: A
40. Frostburg Fireplaces has used MBO for the past year. Top management just 昀椀
nished evalua 琀椀 ng overall performance. The next step in the MBO process should
be a. to develop new ac 琀椀 on plans.
b. to develop new objec 琀椀 ves based on the review of last year's performance.
c. to begin a new MBO "cycle", using the same objec 琀椀 ves as last year.
d. to wait several months to allow informa 琀椀 on to be digested. e. none of the above.
Answer: b Level: 2 Page: 248 Type: A
41. Which is the 昀椀 nal step in the MBO process?
a. Appraise overall performance
b. Develop an ac 琀椀 on plan c. Review progress d. Set goals
e. Conduct periodic checkupsAnswer: a Level: 1 Page: 248 Type: F
42. One major problem with MBO is
a. it discourages individual crea 琀椀 vity.
b. it does not work well in constantly changing environments.
c. it decreases employee mo 琀椀 va 琀椀 on.
d. it does not work well in non-pro 昀椀 t organiza 琀椀 ons. e. none of the above.
Answer: b Level: 2 Page: 249 Type: F
43. Which of the following is NOT one of the bene 昀椀 ts of MBO?
a. Performance can be improved at all company levels.
b. Employees are mo 琀椀 vated.
c. E 昀昀 orts are focused on ac 琀椀 vi 琀椀 es that will lead to goal a 琀琀 ainment.
d. Opera 琀椀 onal goals are able to displace strategic goals.
e. Individual and department goals are aligned with company goals.
Answer: d Level: 2 Page: 249 Type: F
44. 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 thefuture. lOMoARcPSD| 49328626
b. They are used to provide guidance for tasks performed repeatedly within theorganiza 琀 椀 on.
c. They de 昀椀 ne plans that de 昀椀 ne company responses to speci 昀椀 c situa 琀椀 ons,
such asemergencies or setbacks.
d. They are most important in the organiza 琀椀 ons. e. None of the above.
Answer: a Level: 2 Page: 250 Type: F 45. Standing plans are
a. plans that are developed to achieve a set of goals that are unlikely to be repeatedin the future.
b. plans that used to provide guidance for tasks performed repeatedly within theorganiza 琀 椀 on.
c. plans that de 昀椀 ne company responses to speci 昀椀 c situa 琀椀 ons, such as emergencies orsetbacks.
d. most important in the organiza 琀椀 ons. e. none of the above.
Answer: b Level: 1 Page: 250 Type: F
46. A project is an example of a a. policy. b. standing plan. c. procedure. d. single-use plan. e. rule.
Answer: d Level: 1 Page: 250 Type: F
47. Numerous are likely to be part of an overall . a. programs, project b. policies, project c. standing plans, program d. projects, program e. programs, rule
Answer: d Level: 2 Page: 250 Type: F
48. California 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. e. project.
Answer: b Level: 2 Page: 250 Type: A
49. Which of these de 昀椀 ne boundaries within which to make a decision? a. Programs b. Policies c. Rules lOMoARcPSD| 49328626 d. Procedures e. Project
Answer: b Level: 2 Page: 250 Type: F
50. An example of a ______ is a statement suppor 琀椀 ng the organiza 琀椀 on's e 昀昀 orts in the area of sexual harassment. a. procedure b. rule c. policy d. single-use plan e. program
Answer: c Level: 2 Page: 250 Type: F
51. "No food and/or drinks in the classroom" is an example of a a. procedure. b. rule. c. policy. d. single-use plan. e. project.
Answer: b Level: 2 Page: 250 Type: A