Term
The first step in the planning process is
-stating the organization's mission
-understanding the environment
-combining tactical goals and plans
-decision making |
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Definition
| Understanding the environment |
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Term
In order to enhance employee motivation, goals should be
-easy to accomplish
-broad
-separate from rewards
-moderately difficult |
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Definition
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Term
A(n)_______ is a statement of the organization's unique purpose and its scope of operations
-mission
-strategic goal
-tactical goal |
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Definition
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Term
Achieving a market level of market share for a specific product is an example of a(n)
-mission
-strategic goal
-operational goal
-tactical goal |
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Definition
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Term
Tactical goals are established by
-the board of directors
-lower-level managers
-operational employees
-middle-level managers |
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Definition
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Term
Complexity makes long-range planning
-difficult
-easy
-impossible
-dynamic |
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Definition
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Term
Intermediate plans are especially important for
-boards of directors
-middle-level managers
-top-level managers
-chief executive officers |
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Definition
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Term
A plan designed to allow a company to react to an unforeseen circumstance is referred to as a(n)
-standing plan
-action plan
-reaction plan
-operational plan |
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Definition
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Term
One reason a firm may use a planning staff is
-to reduce the workload of individual managers
-to take a more focused view of planning than that of individual managers
-to increase expertise on particular pet projects within departments
-to expand the responsibilities of individual managers |
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Definition
| To reduce the workload of individual managers |
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Term
The board of directors of an organization is responsible for
-tactical plans
-mission statements
-operational plans
-intermediate plans |
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Definition
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Term
Line managers play an important role in the planning process because they
-develop mission statements
-provide information about the external environment
-serve as consultants to the CEO
-must execute plans developed by top management |
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Definition
| Must execute plans developed by top management |
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Term
To respond to extreme economic shifts, an organization should develop
-contingency plans
-standard operation procedures
-standing plans
-rules |
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Definition
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Term
Tactical plans must flow from and be consistent with
-contingency plans
-operational plans
-strategic plans
-intermediate plans |
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Definition
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Term
Plans that are narrowly focused, have short time frames, and involve lower-level managers are
-contingency plans
-operational plans
-strategic plans
-intermediate plans |
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Definition
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Term
The broadest form of single-use plans are
-policies
-programs
-projects
-standard operating procedures |
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Definition
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Term
The narrowest form of standing plans are
-policies
-projects
-rules
-standard operating procedures |
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Definition
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Term
Goals are often inappropriate because they are
-unattainable
-objective
-financial
-qualitative |
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Definition
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Term
Managers must understand the effective planning will
-solve all of an organizations problems
-always ensure success of the organization
-require time, energy, and strong commitment
-eliminate the need for adjustments and exceptions |
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Definition
| Eliminate the need for adjustments and exceptions |
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Term
Formal goal setting occasionally fails because of
-underemphasis on quantitative goals
-managers' reluctance to assign goals to subordinates
-too much involvement by top management
-too much required paperwork and record keeping |
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Definition
| Too much required paper work and record keeping |
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Term
Under formal goal setting, yearly goals should be discussed
-at the end of the year
-every three months
-every four months
-twice a year |
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Definition
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