管理学原理英文第三章练习

Chapter Three: Foundations of Planning

True/False

1. Planning is concerned with defining an organization’s goals and objectives and how to

integrate and coordinate activities.

(True; Easy; p. 88)

2. In informal planning, the organization's objectives are rarely verbalized.

(True; Moderate; p. 88)

3. Planning is exactly what is needed in order to more effectively manage a chaotic

environment.

(True; Moderate; p. 89)

4. Without planning, there can be no effective control.

(True; Moderate; p. 89)

5. In informal planning, the organization's objectives are written down and communicated

to employees.

(False; Moderate; p. 88)

6. Planning minimizes waste and redundancy.

(True; Easy; p. 89)

7. Uncertainty and change produce a need for more effective planning in today’s

business environment.

(True; Moderate; p. 89)

8. Planning can completely replace the need for intuition and creativity.

(False; Moderate; p. 89)

9. Strategic plans describe how an organization’s overall objectives are to be achieved. (False; Easy; p. 92)

10. Short-term plans describe how an organization’s overall objectives are to be achieved. (False; Easy; p. 93)

11. Long term plans describe what an organization plans to do within the next two to three

years.

(False; Easy; p. 93)

12. Well-thought out formal plans eliminate the need to rely on intuition and creativity.

Apple Computer is a prime example of this concept.

(False; Moderate; p. 93)

13. Organizations with formal plans will always outperform those organizations without

formal plans.

(False; Challenging; p. 91)

14. Tactical plans form a basis for strategic plans.

(False; Challenging; p. 92)

15. It appears that specific plans are always preferable to directional, or loosely guided

plans, because specific plans have clearly defined objectives.

(True; Easy; p. 93)

16. Standing plans are flexible plans, with clearly defined objectives and that leave no

room for misinterpretation.

(False; Moderate; p. 94)

17. The objectives in MBO should be concise statements of financial accomplishments. (False; Easy; p. 94)

18. MBO uses goals to control employees.

(False; Challenging; p. 94)

19. Feedback favorably affects performance.

(True; Moderate; p. 96)

20. An organization's objectives and strategies define its purpose.

(False; Moderate; p. 99)

21. Identifying the scope of an organization's products or services will force it to define its

mission.

(False; Challenging; p. 99)

22. In order to fulfill the grand strategy, managers will seek to position their units so that

they can gain a relative advantage over their competition.

(True; Challenging; p. 105)

23. Porter's three competitive strategies are cost-leadership, price-leadership, and niche. (False; Moderate; p. 105)

24. A project is an example of a single-use plan.

(True; Moderate; p. 94)

25. SWOT analysis determines the primary threats and opportunities an organization faces.

(True; Easy; p. 102)

26. A SWOT analysis consists of four key steps.

(False; Easy; p. 102)

27. The grand strategies are growth, differentiation, stability, and combination strategies. (False; Easy; p. 103)

28. A differentiation strategy is a strategy that an organization follows when it wants to establish a competitive advantage in a narrow market segment.

(False; Challenging; p. 105)