Management 10th Edition Daft Test Bank Full Chapter PDF

Management 10th Edition Daft Test
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Chapter 7—Managerial Planning and Goal Setting
TRUE/FALSE
1. Because everything else stems from leading, of the four management functions, leading is considered
the most fundamental.
ANS: F PTS: 1 DIF: 2 REF: 178

NAT: AACSB Analytic | Leadership Principles TYP: F
2. Managers must understand no plan is perfect, but should grow and change to meet new conditions.
ANS: T PTS: 1 DIF: 2 REF: 178

3. A desired future state that the individual or organization attempts to realize is a goal.

NAT: AACSB Analytic | Strategy TYP: F
4. Goals specify today's means; plans specify future ends.

5. Goal setting is the act of determining the organization goals and the means for achieving them.

6. The mission is the basis for the strategic level of goals and plans, which in turn shapes the tactical and
operational level.

7. Tactical goals and plans are the responsibility of front-line managers and supervisors.

8. Tactical goals and plans are the responsibility of middle managers.

9. A broad definition of the organization's values, aspiration and reason for being, along with a
recognition of the scope and operations that distinguishes the organization refers to a Business
Strategic Statement.

7-1
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Chapter 7: Managerial Planning and Goal Setting
10. A plan tells "why" to achieve the goal.

11. Goals help managers decide where they need to allocate resources.

12. Goals and plans provide a sense of direction and focus on specific targets and direct employee efforts
toward important outcomes.

13. Step 1 in Management by Objectives is to review progress

NAT: AACSB Analytic | Operations Management TYP: F
14. Plans provide a standard of assessment.

15. In step 1 of Management By Objectives, overall performance is appraised

16. An organization's mission describes its reason for existence.

17. Strategic plans and goals are those that focus on where the organization wants to be in the future and
pertain to the organization as a whole.

18. A broad statement of where the organization wants to be in the future refers to a mission statement.

7-2
19. Operational plans and goals are those that focus on the outcomes that major divisions and departments
must achieve in order for the organization to reach its overall goals.

20. Tactical plans are designed to help execute the major strategic plans and to accomplish a specific part
of the company's strategy.

21. Tactical goals are specific, measurable results expected from departments, work groups, and
individuals within the organization.

22. Top managers make the broad strategic plan and identify specific tactical plans.

23. The department manager's tool for daily and weekly operations is called the operational plan.

24. Operational planning specifies plans for department managers, supervisors, and individual employees.

25. A visual representation of the key drivers of an organization's success and shows how specific goals
and plans in each area are linked is called an operations map.

26. Building good relationships with suppliers and partners would be considered customer service goals.

27. Management by objectives, single-use plans, and standing plans are all management planning
approaches.

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28. Specific and measurable goal characteristics apply only to the lower-level goals.

29. Goals are most effective when they are specific, measurable, challenging and linked to rewards.

30. Goals must be set for every aspect of employee behavior or organizational performance to be effective.

31. The goals should be easy, for employees to feel motivated, so that they can achieve them easily which
in turn increases their motivation level.

NAT: AACSB Analytic | Motivation Concepts TYP: F
32. MBO refers to managing by opportunity.

33. The final step in the MBO process is to review progress.

34. An action plan defines the course of action needed to achieve the stated goals.

35. The most difficult step in an MBO process is reviewing progress.

36. Managers believe they are better oriented toward goal achievement when MBO is used.

37. Standing plans define company responses to specific situations such as natural emergencies or
competitive setbacks.

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38. Single-use plans are ongoing plans that are used to provide guidance for tasks performed repeatedly
within the organization.

39. Three critical planning methods are contingency planning, building scenarios, and crisis planning.

40. Crisis plans define company responses to be taken in the case of emergencies, setbacks, or unexpected
conditions.

41. If Renae, manager at Leak Free Roofing, wanted to develop a contingency plan for Leak Free, she
would need to look at factors such as new equipment, the economy, and the company workers'
compensation cases.

NAT: AACSB Analytic | Strategy TYP: A
42. Contingency plans can also be considered as scenarios.

43. Trend management is looking at trends and discontinuities and imagining possible alternative futures.

44. Some firms engage in crisis planning to enable them to cope with unexpected events that are so sudden
and devastating that they have the potential to destroy the organization.

45. The first stage in crisis prevention includes setting up effective communication system.

NAT: AACSB Analytic | Environmental Influence TYP: F
46. Prevention and preparation are the two stages of crisis management.

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47. The ABC Corporation should create a crisis management group that is not cross-functional, but does
work together well under pressure.

NAT: AACSB Analytic | Group Dynamics TYP: F
48. The CEO of Andre's Autos, Inc. must do all of the planning for the company because that is the way to
do things in today's workplace.

49. Turtle Terrace should use traditional planning since that is the type of planning every company uses.

50. In a complex and competitive business world, traditional planning done by a select few is the only
planning that works.

NAT: AACSB Analytic | Environmental Influence TYP: F
51. Managers work with planning experts to develop their own goals and plans in decentralized planning.

52. In centralized planning, managers work with planning experts to develop their own goals and plans.

53. Planning cannot tame a turbulent environment.

54. Defining operational goals and plans occurs in the plan development phase of the organizational
planning process.

55. Strategic planning tends to be long term and may define organizational action steps from two to five
years in the future.

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56. Goals are typically stated in quantitative terms.

57. Providing innovative solutions to customer needs is a goal that would be placed in the internal
business process category on a strategy map.

58. Managers use strategic goals to direct employees and resources toward achieving specific outcomes
that enable the organization to perform efficiently and effectively.

59. In order for goals to be effective, they should be challenging but realistic.

60. A key benefit of management by objectives is that it aligns individual and departmental goals with
company goals.

61. A major difference between rules and policies is that rules are broad in scope whereas policies are
narrow in scope.

62. One of the biggest benefits of planning is that, in turbulent environments, plans create greater
organizational flexibility.

63. Crisis planning forces managers to mentally rehearse what they would do if their best laid plans
collapse.

64. When detecting signals from the external environment as a part of crisis planning, managers are in the
preparation stage.

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65. Stretch goals are typically so far beyond the current levels that people have to be innovative to find
ways to reach them.

66. Sales in relation to targets is an example of a balanced scorecard metric.

67. Intelligence teams are useful when an organization confronts a major intelligence challenge.

NAT: AACSB Analytic | Creation of Value TYP: F
68. Goals and plans are valuable to an organization because they provide rationale for decisions, a guide to
action, and an increase in motivation and commitment.

NAT: AACSB Analytic | Motivation Concepts TYP: F
69. When a company faces rapid change, problems with planning can occur.

MULTIPLE CHOICE
1. ____ refers to a desired future state that an organization attempts to realize.

a. Plan
b. Vision statement
c. Goal
d. Mission statement
e. Idea
ANS: C PTS: 1 DIF: 2 REF: 178
2. ____ specify future ends and ____ specify today's means.

a. Goals, plans
b. Plans, goals
c. Planning, organizing
d. Ideas, behaviors
e. Mission, vision
ANS: A PTS: 1 DIF: 2 REF: 178
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3. A blueprint specifying the resource allocations schedules, and other actions necessary for attaining
goals is referred to as a(n)
a. goal.
b. plan.
c. mission.
d. vision.
e. objective.
ANS: B PTS: 1 DIF: 1 REF: 178
4. ____ is the act of determining the organization's goals and the means for achieving them.
a. Brainstorming
b. Organizing
c. Planning
d. Developing a mission
e. A blueprint
5. The planning process begins with which of these?

a. The development of operational goals
b. The development of a mission statement
c. Communication of goals to the rest of the organization
d. A company-wide meeting
e. Brainstorming
6. The ____ is the basis for the strategic level of goals and plans which in turn shapes the ____ and ____
level.
a. goal, mission, tactical
b. objective, operational, mission
c. operational goal, mission and tactical
d. mission, tactical, operational
e. tactical plan, operational, mission
ANS: D PTS: 1 DIF: 2 REF: 179
7. ____ is primarily responsible for strategic goals/plans.

a. Middle management
b. Board of directors
c. Consultants
d. Top management
e. Lower management
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8. ____ is primarily responsible for operational goals/plans.

c. Consultants
d. Top management
e. Lower management
ANS: E PTS: 1 DIF: 1 REF: 179
9. Which of these is(are) primarily concerned with tactical goals/plans?

c. Consultants
d. Senior management
e. Lower management
10. Sherry is a first-line supervisor at Rooftop Corporation. She is most concerned with which level of
goals?
a. Operational goals
b. Tactical plans
c. Strategic goals
e. Vision
11. Which of the following symbolizes the legitimacy of the organization to external audiences?
b. Tactical plans
c. Strategic goals
e. Tactical goals
12. Roxanne is a manager at Geronimo Gaming. She recently attended a seminar on goal setting. She
wishes to use goals to provide a sense of direction to her staff. She is using goals as
a. a way to legitimize her department.
b. a source of motivation.
c. a standard of performance.
d. a guide to action.
e. impress others.
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13. Which of the following is not a reason why planning positively affects a company’s performance?
a. Goals and plans provide legitimacy for customers
b. Goals and plans set a standard of performance
c. Goals and plans guide resource allocation
d. Goals and plans are a guide to action
e. Goals and plans are a source of motivation and commitment
14. Which of the following is not a step in the organizational planning process?
a. Monitor and learn
b. Plan operations
c. Translate the plan
d. Develop the plan
e. Plan marketing tactics
15. Which of the following is NOT a tool for executing a plan?

a. Management by objectives
b. Operations map
c. Performance dashboards
d. Single use plans
e. Decentralized responsibility
16. A statement that identifies distinguishing characteristics of an organization is known as

a. a goals statement.
b. a values statement.
c. an income statement.
d. a mission statement.
e. a competitive-edge statement.
17. Which of these are described by mission statements?

a. Corporate values
b. Product quality
c. Location of facilities
d. All of these
e. None of these
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18. The organization's reason for existence is known as

a. the organization's value.
b. the organization's vision.
c. the organization's mission.
d. the organization's goal.
e. the organization's service.
19. "We respect our employees and value their diversity" is an example of a statement you are most likely
to find in the organization's
a. mission.
b. strategic goals.
c. tactical goals.
d. strategic plans.
e. tactical plans.
20. "We seek to become the premier business school in the west" is an example of a statement you are
most likely to find in the organization's
a. tactical goals.
b. operational goals.
c. mission.
d. tactical plans.
e. operational plans.
21. ____ refers to a broadly stated definition of the organization's basic business scope and operations that
distinguishes it from similar types of organizations.
a. Mission statement
b. Goal statement
c. Management by objective
d. Goal setting
e. Corporate competitive-value statement
22. At the top of the goal hierarchy is the

a. strategic goals.
b. tactical goals.
c. operational goals.
d. mission.
e. employee goals.
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23. ____ are the broad statements of where the organization wants to be in the future.
b. Tactical goals
c. Strategic goals
d. Operational goals
e. Tactical plans
24. The official goals of the organization are best represented by the ____.
a. strategic goals
b. tactical goals
c. operational goals
d. competitive goals
e. none of these
25. A long-term time frame is most closely associated with

a. operational plans.
b. tactical plans.
c. strategic plans.
d. mission plans.
e. tactical goals.
26. ____ are called the action steps by which an organization intends to attain its strategic goals.
a. Tactical goals
b. Operational goals
c. Tactical plans
d. Operational plans
e. Strategic plans
27. ____ goals lead to the attainment of ____ goals, which in turn lead to the attainment of ____ goals.
a. Operational, strategic, tactical
b. Tactical, operational, strategic
c. Strategic, tactical, operational
d. Operational, tactical, strategic
e. None of these.
ANS: D PTS: 1 DIF: 3 REF: 182-184
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28. Goals that define the outcomes that major divisions and departments must achieve in order for the
organization to reach its overall goals is called
a. strategic goals.
b. tactical goals.
c. operational goals.
d. a mission.
e. a plan.
29. Sarah is a middle manager at Stylin' Sneakers Corporation. She is most likely responsible for the
achievement of ____ goals.
a. operational
b. tactical
c. strategic
d. lower-level
e. top-level
30. Which of the following refer to specific results expected from individuals?
b. Tactical goals
c. Strategic goals
d. Operational plans
e. Mission statements
31. Which of the following represent plans developed at the organization's lower levels that specify action
steps toward achieving operational goals and that support tactical planning activities?
a. Tactical plans
b. Strategic plans
c. Operational plans
d. Supervisory plans
e. Organizational plans
32. The ____ is the department manager's tool for daily and weekly operations.
a. conventional goal
b. strategic goal
c. strategic plan
d. operational plan
e. targeted plan
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33. Which of the following is a visual representation of the key drivers of an organization's success,
showing the cause-and-effect relationships among goals and plans?
a. Operational plan
b. Gantt chart
c. Strategy map
d. SWOT analysis
e. Strategic plan
34. According to the strategy map described in chapter 7, which of the following is NOT a type of goal?
a. Financial performance goals
b. Customer service goals
c. Internal business process goals
d. Learning and growth goals
e. External business process goals
35. Managers use ____ to direct employees and resources toward achieving specific outcomes that enable
the organization to perform efficiently and effectively.
a. strategic goals
b. operational goals
c. growth goals
d. financial results
e. internal business process goals
36. Which of these is lacking in the goal "profits should be increased in the coming year?"
a. Specific and measurable
b. Challenging but realistic
c. Covers key result areas
d. Defined time period
e. None of these
37. Kate 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 specific and measurable.
b. not realistic.
c. irrelevant.
d. lacking a specific time period.
e. does not cover key result area.
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38. You are violating which of these goal characteristics when you attempt to create goals for every aspect
of employee behavior?
b. Linked to rewards
c. Defined time period
d. Cover key result areas
e. Challenging but realistic
39. Darren set goals for each of his employees. Each employee ended up with at least twenty-five goals.
This process violates which of the following criteria for effective goals?
b. Challenging but realistic
c. Covers key result areas
d. Defined time period
e. Linked to rewards
40. All of the following are characteristics of effective goal setting EXCEPT
a. goals should be challenging but not unreasonably difficult.
b. goals should be set for every aspect of employee behavior.
c. specific and measurable.
d. cover key results area.
e. linked to rewards.
41. The ultimate impact of goals depended on the extent to which goal achievement is linked to
a. rewards.
b. salary increases.
c. promotions.
d. all of these.
e. salary increases and promotions.
42. ____ is the first step in the MBO process.

a. Setting goals
b. Developing action plans
c. Appraising overall performance
d. Reviewing progress
e. None of these
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43. Which of these is a method of management whereby managers and employees define goals for every
department, project, and person and use them to monitor subsequent performance?
a. Organizational planning
b. Management by objectives
c. Goal setting
d. Mission development
e. Vision development
ANS: B PTS: 1 DIF: 1 REF: 186-187
44. High Fence Corporation is currently implementing an MBO program. Managers and employees jointly
set objectives and develop action plans, and goal achievement is evaluated on an annual basis. High
Fence is missing which major activity that must occur in order for MBO to be successful?
a. Developing a mission statement
b. Developing tactical goals
c. Reviewing progress
d. Reviewing operational plans
e. None of these
45. In using MBO, objectives should be set

a. by the supervisor.
b. by the employee.
c. jointly by the supervisor and the employee.
d. by the accounting department.
e. by top management.
46. Frostburg Fireplaces has used MBO for the past year. Top management just finished evaluating overall
performance. The next step in the MBO process should be
a. to develop new action plans.
b. to develop new objectives based on the review of last year's performance.
c. to begin a new MBO "cycle", using the same objectives as last year.
d. to wait several months to allow information to be digested.
e. none of these.
47. ____ is the final step in the MBO process.

a. Appraise overall performance
b. Develop an action plan
c. Review progress
d. Set goals
e. Conduct periodic checkups
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48. Which of the following is NOT one of the benefits of MBO?

a. Performance can be improved at all company levels.
b. Employees are motivated.
c. Efforts are focused on activities that will lead to goal attainment.
d. Operational goals are able to displace strategic goals.
e. Individual and department goals are aligned with company goals.
49. 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 the future.
b. They are used to provide guidance for tasks performed repeatedly within the organization.
c. They define plans that define company responses to specific situations, such as
emergencies or setbacks.
d. They are most important in the organizations.
e. None of these.
50. Standing plans are

a. developed to achieve a set of goals that are unlikely to be repeated in the future.
b. used to provide guidance for tasks performed repeatedly within the organization.
c. define company responses to specific situations, such as emergencies or setbacks.
d. the most important in the organizations.
e. none of these.
51. A project is an example of a

a. policy.
b. standing plan.
c. procedure.
d. single-use plan.
e. rule.
52. Cheyenne 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.
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53. 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
54. ____ define boundaries within which to make a decision.

a. Programs
b. Policies
c. Rules
d. Procedures
e. Project
55. An example of a ____ is a statement supporting the organization's efforts in the area of sexual
harassment.
a. procedure
b. rule
c. policy
d. single-use plan
e. program
56. "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.
57. Which of these are true about contingency plans?

a. They are developed to achieve a set of goals that are unlikely to be repeated in the future.
b. They are used to provide guidance for tasks performed repeatedly within the organization.
c. They define company responses to specific situations, such as emergencies or setbacks.
d. They are most important in the organizations.
e. None of these.
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58. Contingency plans are also referred to as

a. standing plans.
b. rules.
c. scenarios.
d. procedures.
e. operationally tactical plans.
59. ____ involves looking at trends and discontinuities and imagining possible alternative future to build a
framework within which unexpected future events can be managed.
a. Scenario building
b. Crisis planning
c. Contingency planning
d. Trend management
e. Caution planning
60. ____ enables firms to cope with unexpected events that are so sudden and devastating that they have
the potential to destroy the organization if managers aren't prepared with a quick and appropriate
response.
a. Incident planning
b. Contingency planning
c. Strategic planning
d. Crisis planning
e. Emergency planning
61. The crisis management plan should be a ____ that specifies the actions to be taken, and by whom, if a
crisis occurs.
a. vague, verbal plan
b. detailed, verbal plan
c. long, difficult to read plan
d. vague, written plan
e. detailed, written plan
62. Which of the following is NOT involved in the stages of crisis planning?
a. Setting up effective communication systems
b. Creating detailed crisis management plans
c. Investigating all stakeholders
d. Designating a crisis management team and spokesperson
e. Building relationships
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63. Traditionally, if Stephanie, CEO of Butterfly Pillows, needed to conduct corporate planning, it would
be performed by all of the following EXCEPT
a. central planning departments.
b. decentralized planning groups.
c. top executives.
d. consulting groups.
e. the president of the company.
NAT: AACSB Analytic | Group Dynamics TYP: A
64. The traditional approach to corporate planning was to

a. have a decentralized planning staff.
b. have a centralized planning department.
c. set up a planning task force.
d. set up planning committees.
e. use TQM approach.
65. Alabama Airlines has three planning specialists who help division managers develop their own
division plans. Serving as consultants to the divisions, the planning specialists give advice about
strengths, weaknesses, opportunities, and threats. Alabama Airlines is utilizing what approach to the
planning function?
a. Centralized planning department
b. Decentralized planning staff
c. Planning task force
d. Centralized planning committee
e. TQM
66. Of the strategic management functions, which is considered the most fundamental?
a. Executing
b. Analyzing
c. Controlling
d. Planning
e. Leading
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67. The planning process starts with:

a. A formal mission that defines the organization’s purpose
b. Tactical planning
c. Strategic planning
d. Operational planning
e. Controlling performance
68. Silver Star Automobiles holds monthly planning and operational reviews to ensure that it is on track
for meeting organizational goals. This involves which stage of the organizational planning process?
a. Developing the plan
b. Translating the plan
c. Plan operations
d. Executing the plan
e. Monitoring and learning
69. Which type of plan helps managers implement the overall strategic plan?
a. Operational
b. Contingency
c. Tactical
d. Crisis
e. Corporate-level
70. In developing a strategy map for her interior design business, Carla has decided to promote employee
development by providing online training tools. This involves goals in which strategy map category?
a. Financial performance goals
b. Learning and growth goals
c. Internal business process goals
d. Customer service goals
e. Supply chain goals
71. Focusing manager and employee efforts on activities that will lead to goal attainment is a benefit of
what management method?
a. Tactical planning
b. Contingency planning
c. Single-use planning
d. Management by objectives
e. Management by walking around
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72. Eugene, a human resource manager of a medium-sized technology business, has learned that
employees are wasting valuable work time by visiting Facebook and other social media Web sites. As
a result, Eugene’s plans to establish a new company policy that limits use of social media to only those
tasks that are company related. This would be considered what type of plan?
a. Project plan
b. Single-use plan
c. Tactical plan
d. Operational plan
e. Strategic plan
73. Which of the following is a commonly-cited limitation of planning?

a. Plans limit employee motivation and commitment
b. Plans make resource allocation more difficult
c. Plans make it more difficult to measure standards of performance
d. Plans boost intuition and creativity
e. Plans can create a false sense of security
74. Jerrica, a finance manager at LRV industries, is asked by her boss to develop a plan in the event that
company sales drop by 20 percent or more. This type of plan is known as a(n):
a. Contingency planning
b. Financial planning
c. Crisis planning
d. Consumer protection
e. Environmental planning
75. The two stages of crisis planning include:

a. Prevention and control
b. Planning and leading
c. Prevention and preparation
d. Preparation and control
e. Leading and organizing
76. Jeff is a top manager at a textile factory. He is developing a crisis plan in the event that the company
has a toxic spill or accident. Which of the following should Jeff undertake to prepare for such a crisis?
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a. Building relationships with neighboring businesses

b. Detecting signals from the natural environment
c. Polling employees on the likelihood of an environmental disaster
d. Designating a crisis management team in the event of an environmental disaster
e. Dismantling the company’s ties to the external media
77. ___________ are reasonable yet highly ambitious goals that are so clear, compelling, and imaginative
that they fire up employees and engender excellence.
b. Stretch goals
c. Strategic goals
d. Tactical goals
e. Bottom-up goals
78. Sam is in charge of strategy control at Lanser’s, a large clothing retailer. He regularly tracks sales in
relation to targets, number of products on back order, and percentage of customer service calls
resolved within specified time periods. These metrics are known as:
a. Financial indicators
b. Tactical goals
c. Performance dashboards
d. Balanced scoreboards
e. Operational standards
79. A(n) _________ is a cross-functional group of managers and employees who work together to gain a
deep understanding of a specific business issues, with the aim of presenting insights related to that
issue.
a. Espionage team
b. Functional team
c. Task force
d. Project team
e. Intelligence team
80. At Save-tech, Sophia, director of marketing, is a member of a cross-functional group of managers and
employees. The purpose of the group is to gain a deep understanding company’s competitive
environment and periodically present these findings to top management. Sophia is involved in what
type of team?
a. Intelligence team
b. Functional team
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c. Task force
d. Project team
e. Espionage team
81. One major limitation of goals and plans is:

a. Goals and plans guide resource allocation
b. Goals and plans may cause rigidity in a turbulent environment
c. Goals and plans decrease employee motivation
d. Goals and plans decrease employee commitment
e. None of the above
CASE
Scenario - Katelynn Kareem
Managers at WXYZ just announced that the new management program would be focused around
MBO concepts. Katelynn Kareem had been a manager at WXYZ for ten years and she was not certain
if this new MBO approach was going to fit her department. She had strong commitment to achieving
the company's objectives, but she also knew her employees well enough to know that some didn't
share the same commitment.
1. Katelynn can anticipate enjoying the advantages of MBO which include

a. increased orientation toward goal achievement.
b. performance can improve at all company levels.
c. employees are more motivated.
d. increased orientation toward goal achievement and motivation.
e. all of these.
ANS: e
PTS: 1 DIF: 2 REF: 188

NAT: AACSB Analytic | Motivation Concepts KEY: Scenario Questions
TYP: A
2. What can Katelynn expect to be doing during the final step of the MBO process?
a. Setting goals
b. Reviewing progress
c. Appraising overall performance
d. Defining mission
e. Developing action plans
ANS: c
PTS: 1 DIF: 2 REF: 187 NAT: AACSB Analytic | Strategy

KEY: Scenario Questions TYP: A
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3. In the MBO process, after the first step of setting objectives is accomplished, the next step that
Katelynn should expect is
a. reviewing progress toward company goals.
b. appraising overall performance.
c. developing action plans.
d. having a company party to celebrate.
e. none of these.
ANS: c

KEY: Scenario Questions TYP: A
COMPLETION
1. A(n) ____________________ is a desired future state that the organization attempts to realize.
ANS: goal

TYP: F
2. A(n) ____________________ is a blueprint for goal achievement and specifies the necessary resource
allocations, schedules, tasks, and other actions.
ANS: Plan

TYP: F
3. The act of determining the organization's goals and the means for achieving them is referred to as
____________________.
ANS: planning

TYP: F
4. ____________________ and plans are the responsibilities of middle managers.
ANS: Tactical goals

TYP: F
7-26
5. Operational plans that focus on specific tasks and processes that help to meet tactical and strategic
goals are developed by ____________________ managers and supervisors.
ANS: front-line

TYP: F
6. ____________________ describes the organization's reason for existence.
ANS: Mission

TYP: F
7. A(n) ____________________ is a broadly stated definition of basic business scope and operations that
distinguishes the organization from others of a similar type.
ANS: mission statement

TYP: F
8. Broad statements describing where the organization wants to be in the future are called
____________________.
ANS: strategic goals

TYP: F
9. ____________________ define the action steps by which an organization intends to attain its strategic
goals.
ANS: Strategic plans

TYP: F
10. Goals that define the outcomes that major departments must achieve in order for the organization to
reach its overall goals are known as ____________________ goals.
ANS: tactical

TYP: F
7-27
11. ____________________ are designed to help execute major strategic plans and to accomplish a
specific part of the company's strategy.
ANS: Tactical plans

TYP: F
12. The specific results expected from departments, work groups, and individuals are the
____________________ goals.
ANS: operational

TYP: F
13. ____________________ plans are developed at the lower levels of the organization to specify action
steps toward achieving operational goals and to support tactical plans.
ANS: Operational

TYP: F
14. ____________________ is a method whereby managers and employees define goals for every
department, project, and person and use them to monitor subsequent performance.
ANS: Management by objectives

TYP: F
15. Managers believe that they are better oriented toward goal achievement when ____________________
is used.
ANS: management by objectives

TYP: F
16. ____________________ plans are used to provide guidance for work-related tasks that are performed
repeatedly within the organization.
ANS: Standing

TYP: F
7-28
17. ____________________ plans are developed to achieve a set of goals that are not likely to be repeated
in the future.
ANS:
Single-use
Single use

TYP: F
18. ____________________ are ongoing plans that are used to provide guidance for tasks performed
repeatedly within the organization.
ANS: Standing plans

TYP: F
19. Plans that define company responses to specific situations, such as emergencies, setbacks, or
unexpected conditions are called ____________________ plans.
ANS: contingency

TYP: F
20. A special type of contingency plan that is used when events are sudden and devastating and require
immediate response is called ____________________.
ANS: crisis management planning

TYP: F
21. The crisis management plan should be a(n) ____________________ that specifies the actions to be
taken, and by whom, if a crisis occurs.
ANS: detailed, written plan

TYP: F
22. A group of planning specialists assigned to major departments and divisions to help managers develop
their own strategic plans is called ____________________.
ANS: decentralized planning staff

TYP: F
7-29
SHORT ANSWER
1. List four reasons why planning generally positively affects a company’s performance?
ANS:
Explicit goals and plans can serve the following functions: resource allocation, source of motivation
and commitment, guide to action, rationale for decisions, a guide to action, and set a standard of
performance

TYP: F
2. List the five characteristics of effective goals.
ANS:
Goals should be (1) specific and measurable; (2) they should cover key result areas; (3) they should be
challenging but realistic; (4) they should have a defined time period; and (5) they should be linked to
rewards.

TYP: F
3. List the four major activities that must occur in order for MBO to succeed.
ANS:
(1) Set goals, (2) develop action plans, (3) review progress, and (4) appraise overall performance.

TYP: F
4. What are the two stages of crisis management?
ANS:
Prevention and Preparation
PTS: 1 DIF: 2 REF: 192-193 NAT: AACSB Analytic | Strategy

TYP: F
ESSAY
1. In what ways do plans and goals benefit an organization?
ANS:
Plans and goals benefit the organization in several ways. First they provide legitimacy and a reason for
existence. They also provide a source of motivation and commitment, provide guides for action and
decision making, and they set a standard of performance.

TYP: F
7-30
2. Compare the four levels of goals and plans.
ANS:
The highest level is the mission statement, which defines the organization's basic business scope and
operations and specifies its reasons for existence. The second level is the level of strategic goals and
plans. Those pertain to the organization as a whole and specify where the organization wants to be in
the future. The third level is the tactical level, with a focus on outcomes that major divisions and
departments must achieve in order for the organization to reach its overall goals. The fourth and lowest
level is the operational level, involving specific measurable results for departments, work groups, and
individuals.

TYP: F
3. Briefly define the characteristics of an effective goal.
ANS:
Effective goals are precisely defined and allow for measurable performance. They focus on the key
result areas that contribute most to desired performance. They should be challenging but not
unreasonably difficult. Finally, they should specify the time period that they cover and they should be
tied to valued rewards.

TYP: F
4. List and define the four major activities that must occur in order for management by objectives (MBO)
to succeed.
ANS:
The first step is setting goals. The setting of goals involves employees at all levels and should
incorporate the principles of effective goal setting. Goals should be jointly determined by manager and
employee, so as to increase the employee's level of commitment. The second step is developing action
plans. These action plans will specify how the goals are to be achieved. Next, a progress review is
important to make sure that the action plans are working. They may be formal or informal and the
action plan should be changed if necessary. The last step is to determine if the goals have been
achieved within the specified time period. This appraisal should factor into the setting of the next
period's goals, allowing for feedback into the setting of the next set of goals.

TYP: F
5. List three innovative approaches to planning.
ANS:
Set stretch goals for excellence, use performance dashboards, and deploy intelligence teams.
PTS: 1 DIF: 2 REF: 194-195 NAT: AACSB Analytic | Strategy

TYP: F
7-31
Another random document with
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shoes, stockings, and underclothes are comparatively unknown.
Only upon dress-up occasions does a man or woman put on
slippers.
The cooking and housekeeping are done entirely by the women.
The chief food is a coarse bread made of corn or millet baked in
thick cakes. This is broken up and dipped into a kind of a bean stew
seasoned with salt, pepper, and onions. The ordinary peasant
seldom has meat, for it is only the rich who can afford mutton or
beef. At a big feast on the occasion of a wedding, a farming nabob
sometimes brings in a sheep which has been cooked whole. It is
eaten without forks, and is torn limb from limb, pieces being cut out
by the guests with their knives.
Next to the market where sugar cane is sold is the “Superb Mosque,” built by
Sultan Hassan nearly 600 years ago. Besides being a centre for religious
activities, it is also a gathering place for popular demonstrations and political
agitation.
Cairo is the largest city on the African continent, and one of the capitals of the
Mohammedan world. Its flat-roofed buildings are a yellowish-white, with the towers
and domes of hundreds of mosques rising above them.
Of late Egypt has begun to raise vegetables for Europe. The fast
boats from Alexandria to Italy carry green stuff, especially onions, of
which the Nile valley is now exporting several million dollars’ worth
per annum. Some of these are sent to England, and others to Austria
and Germany.
As for tobacco, Egypt is both an exporter and importer. “Egyptian”
cigarettes are sold all over the world, but Egypt does not raise the
tobacco of which they are made. Its cultivation has been forbidden
for many years, and all that is used is imported from Turkey, Greece,
and Bosnia. About four fifths of it comes from Turkey.
Everyone in Egypt who can afford it smokes. The men have pipes
of various kinds, and of late many cigarettes have been coming into
use. A favourite smoke is with a water pipe, the vapour from the
burning tobacco being drawn by means of a long tube through a
bowl of water upon which the pipe sits, so that it comes cool into the
mouth.
The chicken industry of Egypt is worth investigation by our
Department of Agriculture. Since the youth of the Pyramids, these
people have been famous egg merchants and the helpful hen is still
an important part of their stock. She brings in hundreds of thousands
of dollars a year, for her eggs form one of the items of national
export. During the last twelve months enough Egyptian eggs have
been shipped across the Mediterranean to England and other parts
of Europe to have given one to every man, woman, and child in the
United States. Most of them went to Great Britain.
The Egyptians, moreover, had incubators long before artificial egg
hatching was known to the rest of the world. There is a hatchery
near the Pyramids where the farmers trade fresh eggs for young
chicks at two eggs per chick, and there is another, farther down the
Nile valley, which produces a half million little chickens every
season. It is estimated that the oven crop of chickens amounts to
thirty or forty millions a year, that number of little fowls being sold by
the incubator owners when the baby chicks are about able to walk.
Most of our incubators are of metal and many are kept warm by oil
lamps. Those used here are one-story buildings made of sun-dried
bricks. They contain ovens which are fired during the hatching
seasons. The eggs are laid upon cut straw in racks near the oven,
and the firing is so carefully done that the temperature is kept just
right from week to week. The heat is not gauged by the thermometer,
but by the judgment and experience of the man who runs the
establishment. A fire is started eight or ten days before the eggs are
put in, and from that time on it is not allowed to go out until the
hatching season is over. The eggs are turned four times a day while
hatching. Such establishments are cheaply built, and so arranged
that it costs almost nothing to run them. One that will hatch two
hundred thousand chickens a year can be built for less than fifty
dollars, while for about a dollar and a half per day an experienced
man can be hired to tend the fires, turn the eggs, and sell the
chickens.
CHAPTER VI
THE PROPHET’S BIRTHDAY
Stand with me on the Hill of the Citadel and take a look over Cairo.
We are away up over the river Nile, and far above the minarets of
the mosques that rise out of the vast plain of houses below. We are
at a height as great as the tops of the Pyramids, which stand out
upon the yellow desert off to the left. The sun is blazing and there is
a smoky haze over the Nile valley, but it is not dense enough to hide
Cairo. The city lying beneath us is the largest on the African
continent and one of the mightiest of the world. It now contains about
eight hundred thousand inhabitants; and in size is rapidly
approximating Heliopolis and Memphis in the height of their ancient
glory.
Of all the Mohammedan cities of the globe, Cairo is growing the
fastest. It is more than three times as big as Damascus and twenty
times the size of Medina, where the Prophet Mohammed died. The
town covers an area equal to fifty quarter-section farms; and its
buildings are so close together that they form an almost continuous
structure. The only trees to be seen are those in the French quarter,
which lies on the outskirts.
The larger part of the city is of Arabian architecture. It is made up
of flat-roofed, yellowish-white buildings so crowded along narrow
streets that they can hardly be seen at this distance. Here and there,
out of the field of white, rise tall, round stone towers with galleries
about them. They dominate the whole city, and under each is a
mosque, or Mohammedan church. There are hundreds of them in
Cairo. Every one has its worshippers, and from every tower, five
times a day, a shrill-voiced priest calls the people to prayers. There
is a man now calling from the Mosque of Sultan Hasan, just under
us. The mosque itself covers more than two acres, and the minaret
is about half as high as the Washington Monument. So delighted
was Hasan with the loveliness of this structure that when it was
finished he cut off the right hand of the architect so that it would be
impossible for him to design another and perhaps more beautiful
building. Next it is another mosque, and all about us we can see
evidences that Mohammedanism is by no means dead, and that
these people worship God with their pockets as well as with their
tongues.
In the Alabaster Mosque, which stands at my back, fifty men are
now praying, while in the courtyard a score of others are washing
themselves before they go in to make their vows of repentance to
God and the Prophet. Not far below me I can see the Mosque El-
Azhar, which has been a Moslem university for more than a
thousand years, and where something like ten thousand students
are now learning the Koran and Koranic law.
Here at Cairo I have seen the people preparing to take their
pilgrimage to Mecca, rich and poor starting out on that long journey
into the Arabian desert. Many go part of the way by water. The ships
leaving Alexandria and Suez are crowded with pilgrims and there is
a regular exodus from Port Sudan and other places on this side of
the Red Sea. They go across to Jidda and there lay off their costly
clothing before they make their way inland, each clad only in an
apron with a piece of cloth over the left shoulder. Rich and poor
dress alike. Many of the former carry gifts and other offerings for the
sacred city. Such presents cost the Egyptian government alone a
quarter of a million dollars a year; for not only the Khedive but the
Mohammedan rulers of the Sudan send donations. The railroad
running from far up the Nile to the Red Sea makes special rates to
pilgrimage parties.
Yet I wonder whether this Mohammedanism is not a religion of the
lips rather than of the heart. These people are so accustomed to
uttering prayers that they forget the sense. The word God is heard
everywhere in the bazaars. The water carrier, who goes about with a
pigskin upon his back, jingling his brass cups to announce his
business, cries out: “May God recompense me!” and his customer
replies, as he drinks, by giving him a copper in the name of the Lord.
The lemonade peddler, who carries a glass bottle as big as a four-
gallon crock, does the same, and I venture to say that the name of
the Deity is uttered here more frequently than in any other part of the
world. It is through this custom of empty religious formulas that I am
able to free myself of the beggars of the city. I have learned two Arab
words: “Allah yatik,” which mean: “May God give thee enough and to
spare.” When a beggar pesters me I say these words gently. He
looks upon me in astonishment, then touches his forehead in a polite
Mohammedan salute and goes away.
On my second visit to Egypt I was fortunate in being in Cairo on
the birthday of the Prophet. It was a feast day among the
Mohammedans, and at night there was a grand religious celebration
at the Alabaster Mosque which Mehemet Ali, that Napoleon of Egypt,
built on the Citadel above Cairo. Its minarets, overlooking the Nile
valley, the great deserts and the vast city of Cairo, blazed with light,
and from them the cry of the muezzins sounded shrill on the dusky
air: “Allah is great! There is no God but Allah, and Mohammed is the
Prophet of Allah! Come to worship! Allah is great! There is no God
but Allah!”
As this call reverberated through the city, Mohammedans of all
classes started for the Citadel. Some came in magnificent turnouts,
bare-legged, gaudily dressed syces with wands in their hands
running in front of them to clear the way. Some came upon donkeys.
Some moved along in groups of three or four on foot. The Khedive
came with the rest, soldiers with drawn swords going in front of his
carriage and a retinue of cavalry following behind.
The Alabaster Mosque covers many acres. It has a paved marble
court, as big as a good-sized field, around which are cloisters. This is
roofed with the sky, and in the midst of it is a great marble fountain
where the worshippers bathe their feet and hands before they go in
to pray. The mosque is at the back of this court, facing Mecca. Its
many domes rise to a great height and its minarets seem to pierce
the sky. It is built of alabaster, but its exterior has become worn and
pitted by the sands of the desert, which have been blown against its
walls until it has nothing of the grandeur which it must have shown
when its founder worshipped within it.
The interior, however, was wonderfully beautiful that night, when
its gorgeous decorations were shown off by the thousands of lights
of this great service. Under the gaslight and lamplight the tinsel
which during the day shocks the taste was softened and beautified.
The alabaster of the walls became as pure as Mexican onyx, and the
rare Persian rugs that lay upon the floor took on a more velvety tint.
See it all again with me. In the eye of your mind cover an acre field
with the richest of oriental rugs; erect about it walls of pure white
alabaster with veins as delicate as those of the moss agate; let these
walls run up for hundreds of feet; build galleries around them and
roof the whole with great domes in which are windows of stained
glass; hang lamps by the thousands from the ceiling, place here and
there an alabaster column. Now you have some idea of this mosque
as it looked on the night of Mohammed’s birthday.
You must, however, add the worshippers to the picture. Thousands
of oriental costumes; turbans of white, black, and green; rich gowns
and sober, long-bearded, dark faces, shine out under the lights in
every part of the building. Add likewise the mass of Egyptian soldiers
in gold lace and modern uniforms, with red fezzes on their heads,
and the hundreds of noble Egyptians in European clothes. There are
no shoes in the assemblage, and the crowd moves about on the
rugs in bare feet or stockings.
What a babel of sounds goes up from the different parts of the
building, and how strange are the sights! Here a dozen old men
squat on their haunches, facing each other, and rock back and forth
as they recite passages of the Koran. Here is a man worshipping all
alone; there is a crowd of long-haired, wild-eyed ascetics with faces
of all shades of black, yellow, and white. They are so dirty and
emaciated they make one think of the hermits of fiction. They stand
in a ring and go through the queerest of antics to the weird music of
three great tambourines and two drums played by worshippers quite
as wild looking as themselves. It is a religious gymnastic show, the
horrible nature of which cannot be described upon paper.
When I first entered the mosque, these Howling Dervishes were
squatted on the floor, moving their bodies up and down in unison,
and grunting and gasping as though the whole band had been
attacked with the colic. A moment later they arose and began to bob
their heads from one side to the other until I thought their necks
would be dislocated by the jerks they gave them. They swung their
ears nearly down to their shoulders. The leader stood in the centre,
setting the time to the music. Now he bent over so that his head was
almost level with his knees, then snapped his body back to an erect
position. The whole band did likewise, keeping up this back-breaking
motion for fifteen minutes. All the time they howled out “Allah, Allah!”
Their motions increased in wildness. With every stoop the music
grew louder and faster. They threw off their turbans, and their long
hair, half matted, now brushed the floor as they bent down in front,
now cut the air like whips as they threw themselves back. Their eyes
began to protrude, one man frothed at the mouth. At last they
reached such a state of fanatical ecstasy that not for several minutes
after the leader ordered them to stop, were they able to do so. The
Howling Dervishes used to cut themselves in their rites and often
they fall down in fits in their frenzy. They believe that such actions
are passports to heaven.
A great occasion in Cairo is the sending of a new gold-embroidered carpet to the
sanctuary in Mecca, there to absorb holiness at the shrine of the Prophet. The old
carpet is brought back each year, and its shreds are distributed among the
Faithful.
The mosque of the Citadel in Cairo was built of alabaster by Mehemet Ali, the
“Napoleon of Egypt.” When Mohammed’s birthday is celebrated, its halls and
courts are choked with thousands of Moslem worshippers and are the scene of
fanatical religious exercises.
In another part of the room was a band of Whirling Dervishes,

who, dressed in high sugar-loaf hats and long white gowns, whirled
about in a ring, with their arms outstretched, going faster and faster,
until their skirts stood out from their waists like those of a circus
performer mounted on a bareback steed, as she dances over the
banners and through the hoops.
There were Mohammedans of all sects in the mosque, each going
through his own pious performances without paying any attention to
the crowds that surrounded him. In his religious life the Mussulman
is a much braver man than the Christian. At the hours for prayer he
will flop down on his knees and touch his head on the ground in the
direction of Mecca, no matter who are his companions or what his
surroundings. He must take off his shoes before praying, and I saw
yesterday in the bazaars of Cairo a man clad in European clothes
who was praying in his little box-like shop with his stocking feet
turned out toward the street, which was just then full of people. In the
heel of each stocking there was a hole as big as a dollar, and the
bare skin looked out at the crowds.
The Moslems of Egypt, like those elsewhere, have their fast days,
during which, from sunrise to sunset, they do not allow a bit of food
nor a drop of water to touch their lips. Some of them carry the fast to
such an extent that they will not even swallow their saliva, and in this
dry climate their thirst must be terrible. The moment the cannon
booms out the hour of sunset, however, they dash for water and
food, and often gorge themselves half the night. You may see a man
with a cigarette in his hand waiting until the sun goes down in order
that he may light it, or another holding a cup of water ready while he
listens for the sound of the cannon. This fasting is very severe upon
the poor people of Egypt, who have to work all day without eating.
The rich often stay up for the whole night preceding a fast day, and
by going to bed toward morning they are able to sleep the day
through and get up in time for a big meal after sunset.
The poor are the best Mohammedans, and many of the more
faithful are much alarmed at the laxity in religious duty that comes
through contact with Europeans. A missionary friend told me of a
Moslem sheik who was offered a glass of cognac by a brother
believer on a fast day. Shortly after this he met my friend and spoke
of the incident, saying: “I don’t know what we are coming to. Good
Mohammedans think they can drink without sinning, and this man
laughed when I told him it was fast day and said that fasts were for
common people, and that religion was not of much account, anyhow.
We have many infidels among us, and it seems to me that the world
is in a very bad way.”
The Moslems have many doctrines worthy of admiration and the
morals of the towns of Egypt which have not been affected by
European civilization are, I am told, far better than those of Cairo or
Alexandria. A traveller to a town on the Red Sea, which is purely
Mohammedan, says that the place has had no litigation for years,
and there is no drunkenness or disorder. The people move on in a
quiet, simple way, with their sheik settling all their troubles.
Mohammedan Cairo is quite as orderly as the part in which the
nobility and the Europeans live. It contains the bazaars and the old
buildings of the Arabian part of the city, and is by all odds the most
interesting section.
CHAPTER VII
IN THE BAZAARS OF CAIRO
Cairo is the biggest city in Africa. It is larger than St. Louis and one
of the most cosmopolitan cities in the Orient. The Christians and the
Mohammedans here come together, and the civilizations of the East
and the West touch each other. The modern part of Cairo has put on
the airs of European capitals. It has as wide streets as Paris, and a
park, full of beautiful flowers and all varieties of shrubs and trees, lies
in its very centre. Here every night the military bands play European
and American airs, and veiled Mohammedan women walk about with
white-faced French or Italian babies, of which they are the nurses.
People from every part of the world listen to the music. The
American jostles the Englishman while the German and the
Frenchman scowl at each other; the Greek and the Italian move
along side by side, as they did in the days when this country was
ruled by Rome, and now and then you see an old Turk in his turban
and gown, or a Bedouin Arab, or a white-robed, fair-faced heathen
from Tunis.
The European section of Cairo now has magnificent hotels. It is
many a year since the foreign traveller in Egypt has had to eat with
his fingers, or has seen a whole sheep served up to him by his
Egyptian host as used to be the case. To-day the food is the same
as that you get in Paris, and is served in the same way. One can buy
anything he wants in European Cairo, from a gas-range to a glove-
buttoner, and from a set of diamond earrings to a pair of shoestrings.
Yesterday I had a suit of clothes made by an English tailor, and I
drive about every day in an American motor car. There are, perhaps,
fifty thousand Europeans living in the city, and many American
visitors have learned the way to this great winter resort. The bulk of
the Europeans are French and Italian, and the Mouski, one of the
main business streets, is lined for a mile with French and Italian
shops. There are thousands of Greeks, and hundreds of Jews from
Palestine, the states of southern Europe, and Asia Minor. One sees
every type of Caucasian moving about under dark red fezzes and
dressed in black clothes with coats buttoned to the chin.
The foreign part of Cairo is one of great wealth. There are
mansions and palaces here that would be called handsome in the
suburbs of New York, and property has greatly risen in value. Many
of the finest houses are owned by Greeks, whose shrewd brains are
working now as in the classic days. The Greeks look not unlike us
and most of them talk both English and French. They constitute the
money aristocracy of Alexandria, and many of the rich Greek
merchants of that city have palatial winter homes here. As I have
said, they are famed as bankers and are the note-shavers of Egypt.
They lend money at high rates of interest, and I am told that perhaps
one fifth of the lands of the country belong to them. They have
bought them in under mortgages to save their notes. The lower
classes of the Greeks are the most turbulent of Egypt’s population.
FROM CAIRO TO KISUMU
Embraces the right shoulder of Africa which for centuries withstood the attempts
of rulers and traders to establish their dominion over the continent
The tourist who passes through Cairo and stays at one of the big
hotels is apt to think that the city is rapidly becoming a Christian one.
As he drives over asphalt streets lined with the fine buildings of the
European quarter, it seems altogether English and French. If he is
acquainted with many foreigners he finds them living in beautiful
villas, or in apartment houses like those of our own cities. He does
his shopping in modern stores and comes to the conclusion that the
Arab element is passing away.
This is not so. Cairo is a city of the Egyptians. Not one tenth of its
inhabitants are Christians and it is the hundreds of thousands of
natives who make up the life blood of this metropolis. They are
people of a different world from ours, as we can see if we go down
for a stroll through their quarters. They do business in different ways
and trade much as they have been trading for generations. Their
stores are crowded along narrow streets that wind this way and that
until one may lose himself in them. Nearly every store is a factory,
and most of the goods offered are made in the shop where they are
sold.
Although the foreigner and his innovations are in evidence, native
Cairo is much the same now in characters, customs, and dress as it
was in the days of Haroun Al Raschid. Here the visionary Alnaschar
squats in his narrow, cell-like store, with his basket of glass before
him. He holds the tube of a long water pipe in his mouth and is
musing on the profits he will make from peddling his glass, growing
richer and richer, until his sovereign will be glad to offer him his
daughter in marriage and he will spurn her as she kneels before him.
We almost expect to see the glass turned over as it is in the story,
and his castles in the air shattered with his kick. Next to him is a
turbaned Mohammedan who reminds us of Sinbad the Sailor, and a
little farther on is a Barmecide washing his hands with invisible soap
in invisible water, and apparently inviting his friends to come and
have a great feast with him. Here two long-gowned, gray-bearded
men are sitting on a bench drinking coffee together; and there a
straight, tall maiden, robed in a gown which falls from her head to
her feet, with a long black veil covering all of her face but her eyes,
looks over the wares of a handsome young Syrian, reminding us of
how the houris shopped in the days of the “Thousand and One
Nights.”
Oriental Cairo is a city of donkeys and camels. In the French
quarter you may have a ride on an electric street car for a few cents,
or you may hire an automobile to carry you over the asphalt. The
streets of the native city are too narrow for such things, and again
and again we are crowded to the wall for fear that the spongy feet of
the great camels may tread upon us. We are grazed by loaded
donkeys, carrying grain, bricks, or bags on their backs, and the
donkey boy trotting behind an animal ridden by some rich Egyptian
or his wife calls upon us to get out of the way.
The donkeys of Egypt are small, rugged animals. One sees them
everywhere with all sorts of odd figures mounted on them. Here is an
Egyptian woman sitting astride of one, her legs bent up like a spring
and her black feet sticking out in the stirrups. She is dressed in
black, in a gown which makes her look like a balloon. There is a long
veil over her face with a slit at the eyes, where a brass spool
separates it from the head-dress and you see nothing but strips of
bare skin an inch wide above and below. Here is a sheik with a great
turban and a long gown; his legs, ending in big yellow slippers, reach
almost to the ground on each side of his donkey. He has no bridle,
but guides the beast with a stick. A donkey-boy in bare feet, whose
sole clothing consists of a blue cotton nightgown and a brown
skullcap, runs behind poking up the donkey with a stick. Now he
gives it a cut, and the donkey jerks its hinder part from one side to
the other as it scallops the road in attempting to get out of the way of
the rod. Here is a drove of donkeys laden with bags for the market.
They are not harnessed, and the bags are balanced upon their
backs without ropes or saddles.
The ordinary donkey of Egypt is very cheap indeed, but the
country has some of the finest asses and mules I have ever seen,
and there are royal white jackasses ridden by wealthy
Mohammedans which are worth from five hundred to a thousand
dollars per beast. The best of these come from Mecca. They are
pacers, fourteen hands high, and very swift. The pedigrees of some
of them are nearly as long as those of Arabian horses. It is said that
the Arabs who raise them will never sell a female of this breed.
But to return to the characters of the bazaar. They are of the
oddest, and one must have an educated eye to know who they are.
Take that man in a green turban, who is looked up to by his fellows.
The dragoman tells us that he has a sure passport to Heaven, and
that the green turban is a sign that he has made the pilgrimage to
Mecca and thus earned the right to the colours of the Prophet.
Behind him comes a fine-featured, yellow-faced man in a blue gown
wearing a turban of blue. We ask our guide who he may be and are
told, with a sneer, that he is a Copt. He is one of the Christians of
modern Egypt, descended from the fanatical band described by
Charles Kingsley in his novel “Hypatia.” Like all his class he is
intelligent, and like most of them well dressed. The Copts are among
the shrewdest of the business Egyptians, and with prosperity they
have grown in wealth. They are money lenders and land speculators.
Many of them have offices under the government, and not a few
have amassed fortunes. Some of them are very religious and some
can recite the Bible by heart. They differ from their neighbours in that
they believe in having only one wife.
The crowd in these streets is by no means all men, however.
There are women scattered through it, and such women! We look at
them, and as their large soulful eyes, fringed with dark lashes, smile
back at us, we wish that the veils would drop from their faces. The
complexions which can be seen in the slit in the veils are of all
colours from black to brunette, and from brown to the creamy white
of the fairest Circassian. We are not particularly pleased with their
costume, but our dragoman tells us that they dress better at home.
The better classes wear black bombazine garments made so full that
they hide every outline of the figure. Some of them have their cloaks
tied in at the waist so that they look like black bed ticks on legs.
Here, as one raises her skirt, we see that she wears bloomers falling
to her ankles, which make us think of the fourteen-yard breeches
worn by the girls of Algiers. The poorer women wear gowns of blue
cotton, a single garment and the veil making up a whole costume.
Astride their shoulders or their hips some of them carry babies, many
of whom are as naked as when they were born.

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Management 10th Edition Daft Test

ANS: F PTS: 1 DIF: 2 REF: 178

ANS: T PTS: 1 DIF: 2 REF: 178

ANS: T PTS: 1 DIF: 1 REF: 178

4. Goals specify today's means; plans specify future ends.

ANS: F PTS: 1 DIF: 2 REF: 178

ANS: F PTS: 1 DIF: 1 REF: 178

ANS: T PTS: 1 DIF: 1 REF: 179

ANS: F PTS: 1 DIF: 1 REF: 179

8. Tactical goals and plans are the responsibility of middle managers.

ANS: T PTS: 1 DIF: 1 REF: 179

ANS: F PTS: 1 DIF: 2 REF: 181

10. A plan tells "why" to achieve the goal.

ANS: F PTS: 1 DIF: 2 REF: 178

ANS: T PTS: 1 DIF: 1 REF: 190

ANS: T PTS: 1 DIF: 2 REF: 190

13. Step 1 in Management by Objectives is to review progress

ANS: F PTS: 1 DIF: 1 REF: 187

14. Plans provide a standard of assessment.

ANS: T PTS: 1 DIF: 2 REF: 190

15. In step 1 of Management By Objectives, overall performance is appraised

ANS: F PTS: 1 DIF: 2 REF: 187

16. An organization's mission describes its reason for existence.

ANS: T PTS: 1 DIF: 2 REF: 181

ANS: T PTS: 1 DIF: 1 REF: 182

ANS: F PTS: 1 DIF: 1 REF: 181

ANS: F PTS: 1 DIF: 2 REF: 184

ANS: T PTS: 1 DIF: 2 REF: 183

ANS: F PTS: 1 DIF: 2 REF: 183

ANS: F PTS: 1 DIF: 2 REF: 179

ANS: T PTS: 1 DIF: 1 REF: 184

ANS: T PTS: 1 DIF: 2 REF: 179

ANS: F PTS: 1 DIF: 2 REF: 184

ANS: F PTS: 1 DIF: 2 REF: 185

ANS: T PTS: 1 DIF: 2 REF: 186

ANS: F PTS: 1 DIF: 2 REF: 186

ANS: T PTS: 1 DIF: 2 REF: 186

ANS: F PTS: 1 DIF: 2 REF: 186

ANS: F PTS: 1 DIF: 2 REF: 186

32. MBO refers to managing by opportunity.

ANS: F PTS: 1 DIF: 1 REF: 186

33. The final step in the MBO process is to review progress.

ANS: F PTS: 1 DIF: 1 REF: 187

ANS: T PTS: 1 DIF: 1 REF: 187

35. The most difficult step in an MBO process is reviewing progress.

ANS: F PTS: 1 DIF: 2 REF: 187

ANS: T PTS: 1 DIF: 2 REF: 187

ANS: F PTS: 1 DIF: 1 REF: 188

ANS: F PTS: 1 DIF: 2 REF: 188

ANS: T PTS: 1 DIF: 1 REF: 191

ANS: F PTS: 1 DIF: 2 REF: 191

ANS: T PTS: 1 DIF: 3 REF: 191

42. Contingency plans can also be considered as scenarios.

ANS: T PTS: 1 DIF: 1 REF: 191

ANS: F PTS: 1 DIF: 2 REF: 191

ANS: T PTS: 1 DIF: 2 REF: 192

ANS: F PTS: 1 DIF: 2 REF: 193

ANS: T PTS: 1 DIF: 1 REF: 193

ANS: F PTS: 1 DIF: 2 REF: 193

ANS: F PTS: 1 DIF: 2 REF: 194

ANS: F PTS: 1 DIF: 2 REF: 194

ANS: F PTS: 1 DIF: 2 REF: 194

2. specify future ends and specify today's means.

53. Numerous are likely to be part of an overall .