CHƯƠNG 4A (bản 11th)

5/27/2018 TEST BANK: Da f t, Richa rd L. Ma na ge me nt, 11th e d. 2014 7 Ma na ge r ia l Pla nn - slide pdf.
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Chapter 7--Managerial Planning and Goal Setting

Student: ___________________________________________________________________________
1. Managers must understand no plan is perfect, but should grow and change to meet new conditions.
True alse
!. " desired future state that the indi#idual or organi$ation attempts to reali$e is a goal.
True alse
%. Goals specif& toda&'s means( plans specif& future ends.
True alse
). Planning is the act of determining the organi$ation goals and the means for achie#ing them.
True alse
*. Planning cannot tame a turbulent en#ironment.
True alse
+. " plan tells wh& to achie#e the goal.
True alse
7. The mission is the basis for the strategic le#el of goals and plans, which in turn shapes the tactical and
operational le#el.
True alse
. efining operational goals and plans occurs in the e/ecution phase of the organi$ational planning
process.
True alse
0. Tactical goals and plans are the responsibilit& of front-line managers and super#isors.
True alse
1 2perational plans and goals are those that focus on the outcomes that ma3or di#isions and departments
. must achie#e in order for the organi$ation to reach its o#erall goals.
True alse
11 Tactical plans are designed to help e/ecute the ma3or strategic plans and to accomplish a specific part
. of the compan&'s strateg&.
True alse
1
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5/27/2018 TEST BANK: Da f t, Richa rd L. Ma na ge me nt, 11th e d. 2014 7 Ma na ge r ia l Pla nn - slide pdf.c om
1! " broad definition of the organi$ation's #alues, aspiration and reason for being, along with a
. recognition of the scope and operations that distinguishes the organi$ation refers to a 4usiness Plan.
True alse
1% Goals and plans pro#ide a sense of direction and focus on specific targets and direct emplo&ee efforts
. toward important outcomes.
True alse
1) Tactical goals are specific, measurable results e/pected from departments, wor5 groups, and
. indi#iduals within the organi$ation.
True alse
1* Top managers ma5e the broad strategic plan and identif& specific tactical plans.
.
True alse
1+ 2perational planning specifies plans for department managers, super#isors, and indi#idual emplo&ees.
.
True alse
17 Goals are t&picall& stated in 6uantitati#e terms.

.
True alse
1 Pro#iding inno#ati#e solutions to customer needs is a goal that would be placed in the internal business
. process categor& on a strateg& map.
True alse
10 " #isual representation of the 5e& dri#ers of an organi$ation's success and shows how specific goals
. and plans in each area are lin5ed is called a strateg& map.
True alse
! "n organi$ation's mission describes its reason for e/istence.

.
True alse
!1 4uilding good relationships with suppliers and partners would be considered internal business process
. goals.
True alse
!! Strategic plans and goals are those that focus on where the organi$ation wants to be in the future and
. pertain to the organi$ation as a whole.
True alse
!
!% Management b& ob3ecti#es, single-use plans, and standing plans are all management planning
. approaches.
True alse
!) Goals are most effecti#e when the& are specific, measurable, challenging and lin5ed to rewards.
.
True alse
!* Goals must be set for e#er& aspect of emplo&ee beha#ior or organi$ational performance to be
. effecti#e.
True alse
!+ n order for goals to be effecti#e, the& should be challenging but realistic.

.
True alse
Step 1 in Management b& 2b3ecti#es is to re#iew progress.
True alse
"n action plan defines the course of action needed to achie#e the stated goals.
True alse
Managers belie#e the& are better oriented toward goal achie#ement when M42 is used.
True alse
n step 1 of Management 4& 2b3ecti#es, o#erall performance is appraised.
True alse
" 5e& benefit of management b& ob3ecti#es is that it aligns indi#idual and departmental goals with
compan& goals.
True alse
Standing plans define compan& responses to specific situations such as natural emergencies or
competiti#e setbac5s.
True alse
" ma3or difference between rules and policies is that rules are broad in scope whereas policies are
narrow in scope.
True alse
The goals should be eas&, for emplo&ees to feel moti#ated, so that the& can achie#e them easil& which
in turn increases their moti#ation le#el.
True alse
%
Three critical planning methods are contingenc& planning, building scenarios, and crisis planning.
True alse
2ne of the biggest benefits of planning is that, in turbulent en#ironments, plans create greater
organi$ational fle/ibilit&.
True alse
Plans pro#ide a standard of assessment.
True alse
f 8enae, manager at 9ea5 ree 8oofing, wanted to de#elop a contingenc& plan for 9ea5 ree, she
would need to loo5 at factors such as new e6uipment, the econom&, and the compan& wor5ers'
compensation cases.
True alse
n a comple/ and competiti#e business world, traditional planning done b& a select few is the onl&
planning that wor5s.
True alse
Crisis plans define compan& responses to be ta5en in the case of emergencies, setbac5s, or une/pected
conditions.
True alse
Some firms engage in crisis planning to enable them to cope with une/pected e#ents that are so sudden
and de#astating that the& ha#e the potential to destro& the organi$ation.
True alse
Pre#ention and preparation are the two stages of crisis management.
True alse
The "4C Corporation should create a crisis management group that is not cross-functional, but does
wor5 together well under pressure.
True alse
The C:2 in
do things of toda&'s
"ndre'swor5place.
"utos, nc. must do all of the planning for the compan& because that is the wa& to
True alse
Trend management is loo5ing at trends and discontinuities and imagining possible alternati#e futures.
True alse
)
n centrali$ed planning, managers at all le#els wor5 with planning e/perts to de#elop their own goals
and plans.
True alse
Managers wor5 with planning e/perts to de#elop their own goals and plans in decentrali$ed planning.
True alse
Stretch goals are t&picall& so far be&ond the current le#els that people ha#e to be inno#ati#e to find
wa&s to reach them.
True alse
Sales in relation to targets is an e/ample of a balanced scorecard metric.
True alse
ntelligence teams are useful when an organi$ation confronts a ma3or intelligence challenge.
True alse
;;;;; refers to a desired future state that an
organi$ation attempts to reali$e.
" P
. la
n
4<isi
on
stat
eme
nt
C G
. oa
l
Mis
sion
state
men
t
: d
. ea
*
;;;;; specif& future ends and ;;;;; specif& toda&'s

means.
". Goals(
plans
4 Plans( goals
.
C Planning(
. organi$ing
 deas(
. beha#iors
: Mission(
. #ision
" blueprint specif&ing the resource allocations

schedules, and other actions necessar& for attaining
goals is referred to as a=n> ;;;;;.
". goa
l
4. plan
C missio
. n
 #ision
.
: ob3ecti
. #e
2f the strategic management functions, which is
considered the most fundamental?

". :/
ecu
tin
g
4 "nal&
. $ing
C Contro
. lling
 Planni
. ng
: 9eadi
. ng
+
The planning process starts with@
". a formal
mission
that defines
the
organi$atio
nAs purpose.
4. tactical planning.
C strategic planning.
.
 operational planning.
.
: controlling
. performance.
;;;;; is the act of determining the organi$ation's

goals and the means for achie#ing them.
". 4rai
nstor
ming
4 2rgani$i
. ng
C Plannin
. g
e#elopin
ga
mission
: "
. blueprint
Bhich t&pe of plan helps managers implement the
o#erall strategic plan?
". 2perati
onal
4 Contingenc&
.
C. Tactical
. Crisis
: Corporate-
. le#el
7
The planning process begins with which of these?
". The
de#elo
pment
of
operat
ional
goals
4The
de#elopment
of a mission
statement
Communicatio
n of goals to
the rest of the
organi$ation
 " compan&-
wide meeting
: 4rainstormi
. ng
The ;;;;; is the basis for the strategic le#el of goals

and plans which in turn shapes the ;;;;;, and
;;;;; le#el.
". goal( mission,

tactical
4 ob3ecti#e( operational, mission
.
C operational goal( mission and
. tactical
 mission( tactical, operational
.
: tactical plan( operational,
. mission
;;;;; is primaril& responsible for strategic

goalsplans.
". Middle
manage
ment
4 4oard of
. directors
C. Consultants
 Top management
.
: 9ower
. management

;;;;; is primaril& responsible for operational

goalsplans.
". Middle
manage
ment
4 4oard of
. directors
C. Consultants
 Top management
.
: 9ower
. management
Bhich of these is=are> primaril& concerned with

tactical goalsplans?
". Middle
manage
ment
4 4oard of
. directors
C. Consultants
 Senior
. management
: 9ower
. management
Bhich of the following is not a step in the

organi$ational planning process?
". Monitor
and learn
4. Plan operations
C Translate the plan
.
 e#elop the plan
.
: Plan mar5eting
. tactics
0
Sherr& is a first-line super#isor at 8ooftop

Corporation. She is most concerned with which
le#el of goals?
". 2p
era
tio
nal
go
als
4 Tactic
al
plans
CStrate
gic
goals
Missi
on
statem
ent
: <isi
. on
Bhich of the following is D2T a tool for e/ecuting

a plan?
". Management
b& ob3ecti#es
4. 2perations map
C Performance dashboards
.
. Single use plans
: ecentrali$ed
. responsibilit&
" statement that identifies distinguishing

characteristics of an organi$ation is 5nown as a=n>@
". goals
statement.
4. #alues statement.
C. income statement.
. mission statement.
: competiti#e-edge
. statement.
1
Bhich of these are described b& mission

statements?
". Corpo
rate
#alues
4 Product
. 6ualit&
C 9ocation of
. facilities
 "ll of
. these
: Done of
. these
Be respect our emplo&ees and #alue their

di#ersit& is an e/ample of a statement &ou are most
li5el& to find in the organi$ation's ;;;;;.
". missi
on
4 strategic
. goals
C tactical
. goals
 strategic
. plans
: tactical
. plans
Be see5 to become the premier business school in

the west is an e/ample of a statement &ou are most
li5el& to find in the organi$ation's ;;;;;.
". tactical
goals
4 operational
. goals
C. mission
 tactical plans
.
: operational
. plans
11
;;;;; refers to a broadl& stated definition of the

organi$ation's basic business scope and operations
that distinguishes it from similar t&pes of
organi$ations.
". Mission statement

4. Goal statement
C. Management b& ob3ecti#e
. Goal setting
: Corporate competiti#e-#alue
. statement
"t the top of the goal hierarch& is@
". strategi
c goals.
4 tactical goals.
.
C operational
. goals.
. a mission.
: emplo&ee
. goals.
;;;;; are the broad statements of where the

organi$ation wants to be in the future.
". 2pera
tional
goals
4
. Tactical
goals
C Strategic
. goals
 2perational
. goals
: Tactical
. plans
1!
The official goals of the organi$ation are best

represented b& the ;;;;;.
". strate
gic
goals
4 tactical
. goals
C operational
. goals
 competiti#e
. goals
: none of
. these
" long-term time frame is most closel& associated

with@
". operat
ional
plans.
4 tactical
. plans.
C strategic
. plans.
 mission
. plans.
: tactical
. goals.
;;;;; are called the action steps b& which an
organi$ation intends to attain its strategic goals.
". Tactic
al
goals
4 2perational
. goals
C Tactical
. plans
 2perational
. plans
: Strategic
. plans
1%
;;;;; goals lead to the attainment of ;;;;; goals,

which in turn lead to the attainment of ;;;;; goals.
". 2perat
ional(
strateg
ic(
tactica
l
4Tactical(
operational(
strategic
CStrategic(
tactical(
operational
2perational(
tactical(
strategic
: Done of
. these.
Sarah is a middle manager at St&lin' Snea5ers
Corporation. She is most li5el& responsible for the
achie#ement of ;;;;; goals.
". ope
rati
ona
l
4 tactic
. al
C strateg
. ic
 lower-
. le#el
: top-
. le#el
1)
Goals that define the outcomes that ma3or di#isions

and departments must achie#e in order for the
organi$ation to reach its o#erall goals is called@
". str
ate
gi
c
go
als
.
4 tactic
al
goals.
Coperat
ional
goals.
a
. missi
on.
: a
. plan
.
Sil#er Star "utomobiles holds monthl& planning and

operational re#iews to ensure that it is on trac5 for
meeting organi$ational goals. This in#ol#es which
stage of the organi$ational planning process?
". e#eloping
the plan
4 Translating the plan
.
C. Plan operations
 :/ecuting the plan
.
: Monitoring and
. learning
1*
The organi$ation's reason for e/istence is 5nown as

the organi$ation's ;;;;;.
". #al
ue
4 #isi
. on
C missi
. on
 goa
. l
: ser#i
. ce
8o/anne is a manager at Geronimo Gaming. She

recentl& attended a seminar on goal setting. She
wishes to use goals to pro#ide a sense of direction to
her staff. She is using goals as@
". a wa& to
legitimi$e
her
department
.
4 a source of
. moti#ation.
C a standard of
. performance.
. a guide to action.
: a wa& to impress
. others.
Bhich of the following refer to specific results
e/pected from indi#iduals?
". 2peratio
nal goals
4. Tactical goals
C Strategic goals
.
 2perational
. plans
: Mission
. statements
1+
Bhich of the following represent plans de#eloped at

the organi$ation's lower le#els that specif& action
steps toward achie#ing operational goals and that
support tactical planning acti#ities?
". Tactical
plans
4. Strategic plans
C 2perational plans
.
 Super#isor& plans
.
: 2rgani$ational
. plans
The ;;;;; is the department manager's tool for dail&

and wee5l& operations.
". con#e
ntion
al
goal
4 strategic
. goal
C strategic
. plan
 operational
. plan
: targeted
. plan
Bhich of the following is a #isual representation of

the 5e& dri#ers of an organi$ation's success, showing
the cause-and-effect relationships among goals and
plans?
". 2pera
tional
plan
4 Gantt chart
.
C Strateg&
. map
 SB2T
. anal&sis
: Strategic
. plan
17
Managers use ;;;;; to direct emplo&ees and

resources toward achie#ing specific outcomes that
enable the organi$ation to perform efficientl& and
effecti#el&.
". strategic goals

4. operational goals
C. growth goals
. financial results
: internal business process
. goals
"ccording to the strateg& map described in chapter

7, which of the following is D2T a t&pe of goal?
". inancial
performance
goals
4. Customer ser#ice goals
C nternal business process
. goals
 9earning and growth goals
.
: :/ternal business process
. goals
n de#eloping a strateg& map for her interior design

business, Carla has decided to promote emplo&ee
de#elopment b& pro#iding online training tools.
This in#ol#es goals in which strateg& map
categor&?
". inancia
l
performa
nce
goals
4 9earning and
. growth goals
C nternal business
. process goals
 Customer ser#ice
. goals
: Suppl& chain
. goals
1
Eate is a salesperson at a large retail chain. She was

assigned a goal of F!+*, in sales for the current
6uarter. She is unhapp& because she 5nows that the
most an& salesperson has sold in one 6uarter in the
past is F1*,. er goal of F!+*, is probabl&@
". not specific

and
measurable.
4. not realistic.
C. irrele#ant.
 lac5ing a specific time
. period.
: does not co#er 5e& result
. area.
Hou are #iolating which of these goal characteristics

when &ou attempt to create goals for e#er& aspect of
emplo&ee beha#ior?
". Specific
and
measurable
4 9in5ed to rewards
.
C efined time period
.
 Co#er 5e& result
. areas
: Challenging but
. realistic
arren set goals for each of his emplo&ees. :ach
emplo&ee ended up with at least twent&-fi#e goals.
This process #iolates which of the following criteria
for effecti#e goals?
". Specific
and
measura
ble
4 Challenging but
. realistic
C Co#ers 5e&
. result areas
 efined time
. period
: 9in5ed to
. rewards
10
Bhich of these is lac5ing in the goal profits should

be increased in the coming &ear?
". Specif
ic and
measu
rable
4 Challenging
but realistic
C Co#ers 5e&
. result areas
 efined
. time period
: Done of
. these
"ll
goalofsetting
the following
e/cept@ are characteristics of effecti#e
". goals
should
be
challeng
ing but
not
unreaso
nabl&
difficult.
4goals should be
set for e#er&
aspect of
emplo&ee
beha#ior.
C specific and
. measurable.
 co#er 5e&
. results area.
: lin5ed to
. rewards.
!
The ultimate impact of goals depended on the e/tent

to which goal achie#ement is lin5ed to@
". rewards.
4. salar& increases.
C. promotions.
. all of these.
: salar& increases and
. promotions.
ocusing manager and emplo&ee efforts on acti#ities
that will lead to goal attainment is a benefit of what
management method?
". Tactical
planning
4. Contingenc& planning
C. Single-use planning
 Management b& ob3ecti#es
.
: Management b& wal5ing
. around
;;;;; is the first step in the M42 process.
". Settin
g
goals
4 e#eloping
action plans
C"ppraising
o#erall
performance
 8e#iewing
. progress
: Done of
. these
!1
Bhich of these is a method of management whereb&

managers and emplo&ees define goals for e#er&
department, pro3ect, and person and use them to
monitor subse6uent performance?
". 2rgani$a
tional
planning
4 Management b&
. ob3ecti#es
C. Goal setting
 Mission
. de#elopment
: <ision
. de#elopment
igh ence Corporation is currentl& implementing

an M42 program. Managers and emplo&ees 3ointl&
set ob3ecti#es and de#elop action plans, and goal
achie#ement is e#aluated on an annual basis. igh
ence is missing which ma3or acti#it& that must
occur in order for M42 to be successful?
". e#el
oping
a
missio
n
statem
ent
4 e#eloping
tactical goals
C 8e#iewing
. progress
8e#iewing
operational
plans
: Done of
. these
!!
n using M42, ob3ecti#es should be set b& the@
". super#i
sor.
4. emplo&ee.
Csuper#isor and
the emplo&ee
3ointl&.
 accounting
. department.
: top
. management.
rostburg ireplaces has used M42 for the past

&ear. Top management 3ust finished e#aluating
o#erall performance. The ne/t step in the M42
process should be@
". to
de#el
op
new
action
plans.
to de#elop
new
ob3ecti#es
based on the
re#iew of last
&ear's
performance.
to begin a
new M42
c&cle, using
the same
ob3ecti#es as
last &ear.
to wait
se#eral
months to
allow
information to
be digested.
: none of
. these.
!%
;;;;; is the final step in the M42 process.
". "ppraise
o#erall
performance
4 e#elop an action plan
.
C. 8e#iew progress
. Set goals
: Conduct periodic
. chec5ups
Bhich of the following is D2T one of the benefits

of M42?
". Performance can be

at all compan& le#e
4. :mplo&ees are moti#ated.
C :fforts are focused on acti#ities that will lead to go
. attainment.
 2perational goals are able to displace strategic go
.
: ndi#idual and department goals are aligned with c
. goals.
!)
Bhich of these is true about single-use plans?
". The&
are
de#el
oped
to
achie#
e a set
of
goals
that
are
unli5e
l& to
be
repeat
ed in
the
future.
The& are used
to pro#ide
guidance for
tas5s
performed
repeatedl&
within the
organi$ation.
The& define
plans that
define
compan&
responses to
specific
situations,
such as
emergencies
or setbac5s.
The& are
most
important in
the
organi$ations.
: Done of
. these
!*
Standing plans@
". are
de#elop
ed to
achie#e
a set of
goals
that are
unli5el&
to be
repeated
in the
future.
are used to
pro#ide guidance
for tas5s
performed
repeatedl& within
the organi$ation.
define compan&
responses to
specific
situations, such as
emergencies or
setbac5s.
are the most
important in the
organi$ations.
: are none of
. these.
!+
" pro3ect is an e/ample of a@
" p
. o
li
c
&.
4stan
ding
plan
.
Cpro
ced
ure.
sing
le-
use
plan
.
: ru
. le.
Che&enne Creamer& re6uires that all absent

emplo&ees bring a note from their doctor when
returning to wor5. This is an e/ample of a@
". sin
gle
-
pla
n
use
.
4 standi
ng
plan.
C progr
. am.
 proce
. dure.
:
. pro3e
ct.
!7
;;;;; define boundaries within which to ma5e a

decision.
". Pro
gra
ms
4 Polici
. es
C 8ule
. s
 Proce
. dures
: Pro3e
. cts
"n e/ample of a ;;;;; is a statement supporting the

organi$ation's efforts in the area of se/ual
harassment.
". pro
ced
ure
4. rule
C polic
. &
 single-
. use
plan
: progra
. m
Do food andor drin5s in the classroom is an
e/ample of a ;;;;;.
". pr
oc
ed
ur
e
4. rul
e
C poli
. c&
single
-use
plan
: pro3e
. ct
!
Bhich of the following is a commonl&-cited

limitation of planning?
". Plans limit

emplo&ee
moti#ation and
commitment.
4 Plans ma5e resource allocation more
. difficult.
C Plans ma5e it more difficult to measure
. standards of performance.
 Plans boost intuition and creati#it&.

.
: Plans can create a false sense of
. securit&.
2ne ma3or limitation of goals and plans is@
". goals
and
plans
guide
resource
allocatio
n.
4goals and plans
ma& cause rigidit&
in a turbulent
en#ironment.
Cgoals and plans
decrease
emplo&ee
moti#ation.
goals and plans
decrease
emplo&ee
commitment.
: none of the
. abo#e.
!0
Bhich of these are true about contingenc& plans?
". The&
are
de#el
oped
to
achie#
e a set
of
goals
that
are
unli5e
l& to
be
repeat
ed in
the
future.
The& are used
to pro#ide
guidance for
tas5s
performed
repeatedl&
within the
organi$ation.
The& define
compan&
responses to
specific
situations,
such as
emergencies
or setbac5s.
The& are
most
important in
the
organi$ations.
: Done of
. these
%
Contingenc& plans are also referred to as@
". standing
plans.
4. rules.
C. scenarios.
. procedures.
: operationall& tactical
. plans.
;;;;; in#ol#es loo5ing at trends and discontinuities
and imagining possible alternati#e future to build a
framewor5 within which une/pected future e#ents
can be managed.
". Scenari
o
buildin
g
4 Crisis
. planning
C Contingenc&
. planning
 Trend
. management
: Caution
. planning
Ierrica, a finance manager at 98< industries, is
as5ed b& her

compan& boss
sales to b&
drop de#elop a planorinmore.
! percent the e#ent
This that
t&pe of plan is 5nown as ;;;;;.
". contingenc
& planning
4 financial planning
.
C. crisis planning
 consumer protection
.
: en#ironmental
. planning
%1
;;;;; enables firms to cope with une/pected e#ents

that are so sudden and de#astating that the& ha#e the
potential to destro& the organi$ation if managers
aren't prepared with a 6uic5 and appropriate
response.
". ncident
planning
4 Contingenc&
. planning
C Strategic planning
.
 Crisis planning
.
: :mergenc&
. planning
The two stages of crisis planning include@
". pre#ention
and
control.
4 planning and
. leading.
C pre#ention and
. preparation.
 preparation and
. control.
: leading and
. organi$ing.
The crisis management plan should be a ;;;;; that

specifies the actions to be ta5en, and b& whom, if a
crisis occurs.
". #ague,
#erbal
plan
4 detailed, #erbal
. plan
C long, difficult to
. read plan
 #ague, written
. plan
: detailed, written
. plan
%!
Bhich of the following is D2T in#ol#ed in the

stages of crisis planning?
". Setting up
effecti#e
communic
ation
s&stems
4 Creating detailed
crisis management
plans
C n#estigating all
. sta5eholders
esignating a crisis
management team
and spo5esperson
: 4uilding
. relationships
Traditionall&, if Stephanie, C:2 of 4utterfl&

Pillows, needed to conduct corporate planning, it
would be performed b& all of the following e/cept@
". central
planning
departments.
4 decentrali$ed planning
. groups.
C. top e/ecuti#es.
. consulting groups.
: the president of the
. compan&.
%%
The traditional approach to corporate planning was

to@
". ha#e a
decentral
i$ed
planning
staff.
4ha#e a centrali$ed
planning
department.
C set up a planning
. tas5 force.
 set up planning
. committees.
: use TJM
. approach.
Ieff is a top manager at a te/tile factor&. e is

de#eloping a crisis plan in the e#ent that the
compan& has a to/ic spill or accident. Bhich of the
following should Ieff underta5e to prepare for such a
crisis?
". 4uilding relationships

with neighboring
businesses
4 etecting signals from the natural en#ironment
.
C Polling emplo&ees on the li5elihood of an
. en#ironmental disaster
 esignating a crisis management team in the e#ent
. of an en#ironmental disaster
: ismantling the compan&As ties to the e/ternal

. media
%)
"labama "irlines has three planning specialists who

help di#ision managers de#elop their own di#ision
plans. Ser#ing as consultants to the di#isions, the
planning specialists gi#e ad#ice about strengths,
wea5nesses, opportunities, and threats. "labama
"irlines is utili$ing what approach to the planning
function?
" C
. en
tr
al
i$
ed
pl
an
ni
n
g
de
pa
rt
m
en
t
ece
ntrali
$ed
plann
ing
staff
CPlann
ing
tas5
force
Centr
ali$ed
plann
ing
com
mitte
e
: TJ
. M
%*
;;;;; are reasonable &et highl& ambitious goals that

are so clear, compelling, and imaginati#e that the&
fire up emplo&ees and engender e/cellence.
". 2perati
onal
goals
4 Stretch goals
.
C Strategic
. goals
 Tactical goals
.
: 4ottom-up
. goals
Sam is in charge of strateg& control at 9anserAs, a

large clothing retailer. e regularl& trac5s sales in
relation to targets, number of products on bac5
order, and percentage of customer ser#ice calls
resol#ed within specified time periods. These
metrics are 5nown as@
". financial
indicators.
4. tactical goals.
C performance
. dashboards.
 balanced
. scoreboards.
: operational
. standards.
"=n> ;;;;; is a cross-functional group of managers

and emplo&ees who wor5 together to gain a deep
understanding of a specific business issues, with the
aim of presenting insights related to that issue.
". espiona
ge team
4 functional
. team
C. tas5 force
 pro3ect team
.
: intelligence
. team
%+
"t Sa#e-tech, Sophia, director of mar5eting, is a

member of a cross-functional group of managers and
emplo&ees. The purpose of the group is to gain a
deep understanding compan&As competiti#e
en#ironment and periodicall& present these findings
to top management. Sophia is in#ol#ed in what t&pe
of team?
". ntellig
ence
team
4 unctional
. team
C. Tas5 force
 Pro3ect team
.
: :spionage
. team
Scenario - Katelynn Kareem

Managers at BKHL 3ust announced that the new
management program would be focused around
M42 concepts. Eatel&nn Eareem had been a
manager at BKHL for ten &ears and she was not
certain if this new M42 approach was going to fit
her department. She had strong commitment to
achie#ing the compan&'s ob3ecti#es, but she also
5new her emplo&ees well enough to 5now that some
didn't share the same commitment.
n the M42 process, after the first step of setting

ob3ecti#es is accomplished, the ne/t step that
Eatel&nn should e/pect is@
a. r
b. appraising o#erall performance.
c. de#eloping action plans.
d. ha#ing a compan& part& to celebrate.
e. none of these.
%7

Bhat can Eatel&nn e/pect to be doing during the

final step of the M42 process?
a. S
b. 8e#iewing progress
c. "ppraising o#erall performance
d. efining mission
e. e#eloping action plans
%

Eatel&nn can anticipate en3o&ing the ad#antages of

M42 which include@
a. in
b. performance can impro#e at all compan& le#els.
c. emplo&ees are more moti#ated.
d. increased orientation toward goal achie#ement and moti#ation.
e. all of these.
"=n> ;;;;; is a desired future state that the organi$ation attempts to reali$e.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
"=n> ;;;;; is a blueprint for goal achie#ement and specifies the necessar& resource allocations,
schedules, tas5s, and other actions.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
The act of determining the organi$ation's goals and the means for achie#ing them is referred to as
;;;;;.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
;;;;; and plans are the responsibilities of middle managers.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
2perational plans that focus on specific tas5s and processes that help to meet tactical and strategic
goals are de#eloped b& ;;;;; managers and super#isors.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
%0
;;;;; describes the organi$ation's reason for e/istence.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
"=n> ;;;;; is a broadl& stated definition of basic business scope and operations that distinguishes the
organi$ation from others of a similar t&pe.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
4road statements describing where the organi$ation wants to be in the future are called ;;;;;.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
;;;;; define the action steps b& which an organi$ation intends to attain its strategic goals.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
Goals that define the outcomes that ma3or departments must achie#e in order for the organi$ation to
reach its o#erall goals are 5nown as ;;;;; goals.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
;;;;; are designed to help e/ecute ma3or strategic plans and to accomplish a specific part of the
compan&'s strateg&.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
The specific results e/pected from departments, wor5 groups, and indi#iduals are the ;;;;; goals.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
;;;;; plans are de#eloped at the lower le#els of the organi$ation to specif& action steps toward
achie#ing operational goals and to support tactical plans.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
;;;;; is a method whereb& managers and emplo&ees define goals for e#er& department, pro3ect, and
person and use them to monitor subse6uent performance.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
Managers belie#e that the& are better oriented toward goal achie#ement when ;;;;; is used.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
;;;;; plans are used to pro#ide guidance for wor5-related tas5s that are performed repeatedl& within
the organi$ation.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
;;;;; plans are de#eloped to achie#e a set of goals that are not li5el& to be repeated in the future.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
)
;;;;; are ongoing plans that are used to pro#ide guidance for tas5s performed repeatedl& within the
organi$ation.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
Plans that define compan& responses to specific situations, such as emergencies, setbac5s, or
une/pected conditions are called ;;;;; plans.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
" special t&pe of contingenc& plan that is used when e#ents are sudden and de#astating and re6uire
immediate response is called ;;;;;.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
The crisis management plan should be a=n> ;;;;; that specifies the actions to be ta5en, and b& whom,
if a crisis occurs.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
" group of planning specialists assigned to ma3or departments and di#isions to help managers de#elop
their own strategic plans is called ;;;;;.
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;
9ist the fi#e characteristics of effecti#e goals.
9ist the four ma3or acti#ities that must occur in order for M42 to succeed.
)1
9ist four reasons wh& planning generall& positi#el& affects a compan&As performance?
Bhat are the two stages of crisis management?
Compare the four le#els of goals and plans.
4riefl& define the characteristics of an effecti#e goal.
9ist and define the four ma3or acti#ities that must occur in order for management b& ob3ecti#es =M42>
to succeed.
)!
n what wa&s do plans and goals benefit an organi$ation?
9ist three inno#ati#e approaches to planning.
)%
Chapter 7--Managerial Planning and Goal Setting Ee&

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4
"
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)+
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4
"
goal
plan
)7
planning
Tactical goals
front-line
Mission
mission statement
strategic goals
Strategic plans
tactical
Tactical plans
operational
2perational
Management b& ob3ecti#es
management b& ob3ecti#es
Standing
Single-use
Standing plans
contingenc&
crisis management planning
detailed, written plan
decentrali$ed planning staff
Goals should be =1> specific and measurable( =!> the& should co#er 5e& result areas( =%> the& should be challenging but realistic( =)> the& should h
a defined time period( and =*> the& should be lin5ed to rewards.
=1> Set goals, =!> de#elop action plans, =%> re#iew progress, and =)> appraise o#erall performance.
:/plicit goals and plans can ser#e the following functions@ resource allocation, source of moti#ation and commitment, guide to action, rationale fo
decisions, and set a standard of performance
Pre#ention and Preparation
The highest le#el is the mission statement, which defines the organi$ation's basic business scope and operations and specifies its reasons for
e/istence. The second le#el is the le#el of strategic goals and plans. Those pertain to the organi$ation as a whole and specif& where the organi$atio
wants to be in the future. The third le#el is the tactical le#el, with a focus on outcomes that ma3or di#isions and departments must achie#e in order
the organi$ation to reach its o#erall goals. The fourth and lowest le#el is the operational le#el, in#ol#ing specific measurable results for departmen
wor5 groups, and indi#iduals.
:ffecti#e goals are precisel& defined and allow for measurable performance. The& focus on the 5e& result areas that contribute most to desired
performance. The& should be challenging but not unreasonabl& difficult. inall&, the& should specif& the time period that the& co#er and the& shou
be tied to #alued rewards.
The first step is setting goals. The setting of goals in#ol#es emplo&ees at all le#els and should incorporate the principles of effecti#e goal setting.
Goals should be 3ointl& determined b& manager and emplo&ee, so as to increase the emplo&ee's le#el of commitment. The second step is de#elopin
action plans. These action plans will specif& how the goals are to be achie#ed. De/t, a progress re#iew is important to ma5e sure that the action pl
are wor5ing. The& ma& be formal or informal and the action plan should be changed if necessar&. The last step is to determine if the goals ha#e be
achie#ed within the specified time period. This appraisal should factor into the setting of the ne/t period's goals, allowing for feedbac5 into the
setting of the ne/t set of goals.
)
Plans and goals benefit the organi$ation in se#eral wa&s. irst the& pro#ide legitimac& and a reason for e/istence. The& also pro#ide a source of
moti#ation and commitment, pro#ide guides for action and decision ma5ing, and the& set a standard of performance.
Set stretch goals for e/cellence, use performance dashboards, and deplo& intelligence teams.
)0

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5/27/2018 TEST BANK: Da f t, Richa rd L. Ma na ge me nt, 11th e d. 2014 7 Ma na ge r ia l Pla nn - slide pdf.

Chapter 7--Managerial Planning and Goal Setting

%. Goals specif& toda&'s means( plans specif& future ends.

*. Planning cannot tame a turbulent en#ironment.

+. " plan tells wh& to achie#e the goal.

17 Goals are t&picall& stated in 6uantitati#e terms.

! "n organi$ation's mission describes its reason for e/istence.

!+ n order for goals to be effecti#e, the& should be challenging but realistic.

Step 1 in Management b& 2b3ecti#es is to re#iew progress.

n step 1 of Management 4& 2b3ecti#es, o#erall performance is appraised.

Plans pro#ide a standard of assessment.

Pre#ention and preparation are the two stages of crisis management.

Sales in relation to targets is an e/ample of a balanced scorecard metric.

;;;;; specif& future ends and ;;;;; specif& toda&'s

" blueprint specif&ing the resource allocations

2f the strategic management functions, which is

considered the most fundamental?

The planning process starts with@

;;;;; is the act of determining the organi$ation's

The planning process begins with which of these?

The ;;;;; is the basis for the strategic le#el of goals

". goal( mission,

;;;;; is primaril& responsible for strategic

;;;;; is primaril& responsible for operational

Bhich of these is=are> primaril& concerned with

Bhich of the following is not a step in the

Sherr& is a first-line super#isor at 8ooftop

Bhich of the following is D2T a tool for e/ecuting

" statement that identifies distinguishing

Bhich of these are described b& mission

Be respect our emplo&ees and #alue their

Be see5 to become the premier business school in

;;;;; refers to a broadl& stated definition of the

". Mission statement

"t the top of the goal hierarch& is@

;;;;; are the broad statements of where the

The official goals of the organi$ation are best

" long-term time frame is most closel& associated

;;;;; goals lead to the attainment of ;;;;; goals,

Goals that define the outcomes that ma3or di#isions

Sil#er Star "utomobiles holds monthl& planning and

The organi$ation's reason for e/istence is 5nown as

8o/anne is a manager at Geronimo Gaming. She

Bhich of the following represent plans de#eloped at

The ;;;;; is the department manager's tool for dail&

Bhich of the following is a #isual representation of

Managers use ;;;;; to direct emplo&ees and

". strategic goals

"ccording to the strateg& map described in chapter

n de#eloping a strateg& map for her interior design

Eate is a salesperson at a large retail chain. She was

". not specific

Hou are #iolating which of these goal characteristics

Bhich of these is lac5ing in the goal profits should

The ultimate impact of goals depended on the e/tent

;;;;; is the first step in the M42 process.

Bhich of these is a method of management whereb&

igh ence Corporation is currentl& implementing

n using M42, ob3ecti#es should be set b& the@

rostburg ireplaces has used M42 for the past

;;;;; is the final step in the M42 process.

Bhich of the following is D2T one of the benefits

". Performance can be

Bhich of these is true about single-use plans?