罗宾斯《管理学》第九版题库-7

1、Chapter 7 Foundations of PlanningTrue/False Questions4. Research indicates that managers who plan always outperform managers who do not plan. False (moderate)9. Plans that specify the details of achievement of the overall objectives are called operational plans.True (difficult)10. Directional plans

2、have clearly defined objectives. False (moderate)12. Standing plans are created in response to programmed decisions that managers make and include policies, rules, and procedures.True (moderate)13. The greater the environmental certainty, the more plans need to be directional and emphasis placed on

3、the short term.False (moderate)22. An organizations real goals are what they actually plan on accomplishing, rather than what they hope to accomplish.False (moderate)24. Real goals are official statements of what an organization says its goals are. False (easy)Multiple Choice36. One purpose of plann

4、ing is that it minimizes _ and _.a. cost; timeb. time; personnel needsc. waste; redundancy (difficult)d. time; wastee. mistakes; cost38. What does the evidence suggest about organizations that plan compared to organizations that do not plana. Planning organizations always outperform nonplanning orga

5、nizations.b. Nonplanning organizations always outperform planning organizations.c.Planning organizationsgenerallyoutperform nonplanning organizations (easy)d. Nonplanning organizations generally outperform planning organizations.e. They generally perform at about the same level.45. Which of the foll

6、owing is the foundation of planninga. employeesb. goals (easy)c. outcomesd. computerse. the planning department46. According to the text, _ are documents that outline how goals are going tobe met and which typically describe resource allocations, schedules, necessary actions to accomplish the goals.

7、andothera. strategiesb. goalsc. plans (moderate)d. policiese. procedures50. Which of the following is true concerning an organizations stated objectivesa. They issue identical objectives to all constituents.b. Organizations typically have internal and external sets of objectives.c. They may issue di

8、fferent objectives to stockholders, customers, employees, and the public.(moderate)d. It is illegal to issue conflicting stated objectives.e. Stated objectives are usually in line with short-term actions.54. What should a person do to understand what are the real objectives of the organizationa. obs

9、erve organizational member actions (moderate)b. attend a stockholders annual meetingc. read their statement of purposed. read their annual reporte. watch television news reports59.When we categorizeplans_.a.breadth.b.specificity.c.frequency of use. (easy)d.depth.e.time frame.asbeingsingle-useversuss

10、tanding,we categorizethem by61.Basedontheinformationpresentedinthetext,_areshortterm,specific, and standing.a. operational (moderate)b. long-termc. strategicd. specifice. directional67. An organizational plan that has a 6-year time frame would be considered what type of plana. operationalb. short-te

11、rmc. strategicd. intermediatee. long-term (moderate)68. Strategic plans tend to include a time period of usually _.a. 1 year.b. 1-3 years.c. 3 years or more. (moderate)d. 5 years or more.e. at least 10 years.71. Compared to directional plans, what type of plan has clearly defined objectivesa. strate

12、gicb. single-usec. short-termd. specific (moderate)e. standing76. Planning accuracy with a high degree of environmental change tends to produce which of the following resultsa. Planning accuracy is likely.b. Planning accuracy becomes much more important.c. Planning accuracy becomes less important.d.

13、 Planning accuracy is less likely. (moderate)e. Planning accuracy occurs in the long-run.78. A _ plan is a one-time plan designed to meet the needs of a unique situation and created in response to nonprogrammed decisions that managers make.a. single-use (easy)b. short-termc. directionald. standinge.

14、 strategic79. A small towns preparation for a visit by the President of the United States would be considered what type of plana. strategicb. directionalc. standingd. long-terme. single-use (moderate)81.A citys policy concerning skateboarding on downtown sidewalks providing guidance for police actio

15、n would be considered what type of plana. standing (difficult)b. contingencyc. directionald. single-usee. strategic84. Where in the organizational hierarchy are traditional goals determineda. front-line employeesb. team leadersc. lower-level managersd. middle managerse. top managers (moderate)89.A m

16、anagement systeminwhichspecificperformancegoalsarejointlydeterminedbyemployees and their managers is known as _.a.management by objectives. (moderate)b.means-ends chain.c.traditional goal setting.d.management by opinions.91.WhichofthefollowingisObjectives (MBO)notoneofthefourcommon elementsofManagem

17、ent Bya. goal specificityb. participative decision-makingc. an explicit time periodd. a systems loop (difficult)e. performance feedback93. Management By Objectives (MBO) can be described by which of the following statementsa. an autocratic systemb. a bottom up systemc. a top down systemd. both a top

18、 down and a bottom up system (difficult)e. a static system105.Accordingtotheboxedfeature,“ManaginginanE- BusinessWorld, ”probablythebiggest change for planning in e-business is that _.a. the environment is more stable.b. customers are calling the shots. (moderate)c. employees are making the demands.

19、d. only a few competitors exist.Essay Questions122. In a short essay, list and discuss the four reasons for planning. Answera.Planningestablishescoordinatedeffort .Itgivesdirectiontomanagers andnonmanagersalike.When employees know wherethe organizationorwork unitaregoing and whattheymustcontributeto

20、reachgoals,theycancoordinatetheiractivities,cooperatewitheachother,and dowhatittakestoaccomplishthosegoals.Withoutplanning,departmentsandindividualsmightbeworkingatcross-purposes, preventing the organization from moving efficiently toward its goals.b.Planningreduces uncertaintyby forcing managers to

21、 look ahead, anticipate change,considertheimpactof change,anddevelopappropriateresponses.Italsoclarifiesthe consequencesof actionsmanagersmighttake in responsetochange.Even though planning can t eliminate change, managers plan in order to anticipatechanges and develop the most effective response to

22、them.c.Planningreducesoverlappingandwastefulactivities.When workactivitiesarecoordinated around established plans, wasted time and resources and redundancy canbe minimized.Furthermore,when means and ends aremade clear through planning,inefficiencies become obvious and can be corrected or eliminated.

23、d.Planningestablishes goals or standards that are used in controlling. If managersare unsure of what they are trying to accomplish, they will be unable to determinewhether or not the goal has actually been achieved. In planning, goals and plansare developed. Then, through controlling, actual perform

24、ance is compared against the goals, significant deviations are identified, and necessary corrective action is taken. Without planning, there would be no way to control.(moderate)127. In a short essay, list and discuss five characteristics of well-defined goals.Answer(1) A well-designed goal should b

25、ewritten in terms of outcomes rather than actions.The desired end result is themost important elementof any goal and, therefore, thegoal shouldbewrittentoreflectthis.(2)Next,agoalshould bemeasurableandquantifiable.Itsmucheasiertodetermineifagoalhasbeenmetifitsmeasurable. In line with specifying a qu

26、antifiable measure of accomplishment, (3) awell-designed goal should also beclear as to a time frame.Although open-ended goalsmay seem preferablebecauseoftheir supposedflexibility,infact,goalswithoutatime frame make an organization less flexible because a manager is never sure when thegoal has been

27、met or when he or she should call it quits because the goal will neverbe met regardless of how long he or she works at it. (4) Next a well-designed goalshould bechallenging but attainable.Goals that are too easy to accomplish are notmotivating and neither are goals that are not attainable even with

28、exceptional effort.(5) Next, well-designed goals should bewritten down. Although actually writing downgoals may seem too time consuming, the process of writing the goals forces people tothinkthemthrough.Inaddition,the writtengoalsbecome visibleandtangibleevidenceoftheimportanceofworkingtowardsomethi

29、ng.(6)Finally,well-designedgoalsarecommunicatedtoallorganizationalmemberswhoneedtoknowthegoals.Makingpeopleawareofthegoalsensures thatthey re“onthesamepage” andworking in ways to ensure the accomplishment of the organizational goals.(moderate)128. In a short essay, list and discuss the five steps in

30、 the goal-setting process. Answera.Step1:Reviewtheorganizationsmission,thepurposeoftheorga nization.These broad statements of what the organization accomplish provide an overall guidetos purpose is and what it hopes towhatorganizationalmembers thinkisimportant. It s important to review these stateme

31、nts before writing goals because the goals should reflect what the mission statement says.b.Step 2:Evaluate available resources.A manager doesn t want to set goals thatare impossible to achieve given the available resources. Even though goals should be challenging, they should be realistic. If the r

32、esources a manager has to workwith doesn t allow for the achievement of that goal no matter how had the managertries of how much effort is exerted, that goal shouldnt be set.c.Step 3:Determine individually, or with input from others, the goals.These goalsreflectdesiredoutcomesand shouldbe congruentw

33、iththe organizationalmissionandgoals inotherorganizationalareas.These goalsshouldbe measurable,specific, and include a time frame for accomplishment.d.Step4:Writedownthegoals andcommunicatethemtoall whoneed toknow.Writing goals down forces people to think them through and also makes those goalsvisible and tangible evidence of the importance of