管理学原理英文第三章练习Word下载.docx

管理学原理英文第三章练习Word下载.docx

《管理学原理英文第三章练习Word下载.docx》由会员分享，可在线阅读，更多相关《管理学原理英文第三章练习Word下载.docx（32页珍藏版）》请在冰豆网上搜索。

today'

sbusinessenvironment.

8.Planningcancompletelyreplacetheneedforintuitionandcreativity.

achieved.

p.92）

10.Short-termplansdescribehowanorganization'

soverallobjectivesareto

beachieved.

p.93）

11.Longtermplansdescribewhatanorganizationplanstodowithinthenext

twotothreeyears.

12.Well-thoughtoutformalplanseliminatetheneedtorelyonintuitionand

creativity.AppleComputerisaprimeexampleofthisconcept.

13.Organizationswithformalplanswillalwaysoutperformthoseorganizations

withoutformalplans.

Challenging;

p.91）

14.Tacticalplansformabasisforstrategicplans.

15.Itappearsthatspecificplansarealwayspreferabletodirectional,or

looselyguidedplans,becausespecificplanshaveclearlydefinedobjectives.（True;

16.Standingplansareflexibleplans,withclearlydefinedobjectivesandthat

leavenoroomformisinterpretation.

p.94）

17.TheobjectivesinMBOshouldbeconcisestatementsoffinancial

accomplishments.

18.MBOusesgoalstocontrolemployees.

19.Feedbackfavorablyaffectsperformance.

p.96）

20.Anorganization'

sobjectivesandstrategiesdefineitspurpose.

p.99）

21.Identifyingthescopeofanorganization'

sproductsorserviceswillforce

ittodefineitsmission.

22.Inordertofulfillthegrandstrategy,managerswillseektopositiontheir

unitssothattheycangainarelativeadvantageovertheircompetition.

p.105）

23.Porter'

sthreecompetitivestrategiesarecost-leadership,price-leadership,

andniche.

24.Aprojectisanexampleofasingle-useplan.

25.SWOTanalysisdeterminestheprimarythreatsandopportunitiesan

organizationfaces.

p.102）

26.ASWOTanalysisconsistsoffourkeysteps.

27.Thegrandstrategiesaregrowth,differentiation,stability,andcombination

strategies.

p.103）

28.Adifferentiationstrategyisastrategythatanorganizationfollowswhen

itwantstoestablishacompetitiveadvantageinanarrowmarketsegment.

29.Acombinationstrategyisastrategythatanorganizationfollowswhenit

wantstobeuniqueinitsindustrywithinabroadmarketsegment.

30.Reducingthesize,scopeornumberoperationalunitsusuallyinadeclining

environmentisknownasreengineering.

p.104）

31.Reducingthesize,scopeornumberoperationalunitsusuallyinadeclining

environmentisknownasaretrenchmentstrategy.

32.Howdoweovercomethechallengeofscanningaglobalbusinessenvironment

Onewayisformanagementtosubscribetonewsservicesthatreviewnewspapersandbooksfromaroundtheglobeandprovidesummariestoclientcompanies.

p.106）

33.Strengthsthatrepresentuniqueskillsorresourcesthatcandeterminean

organization'

scompetitiveedgearecalleditscorecompetency.

34.Astrongculturemayactasasignificantbarriertoacceptanceofchange.

35.SWOTstandsforstrengths,weaknesses,opportunities,andthreats.TheSand

Wrefertothestrengthsandweaknessesofthecurrentandfutureeconomy.

36.Thetypicalgrowthstrategiesincludedirectexpansion,newproduct

development,qualityimprovement,ordiversifying—mergingwithoracquiring

otherfirms.

37.Theevidencesuggestsorganizationsshouldhaveformalplans.

38.Organizationswithformalplanswillalwaysoutperformthoseorganizations

39.Directionalplansprovidefocus,butdonotlockmanagersintospecific

objectivesorspecificcoursesofaction.

MultipleChoiceQuestions

40.TheofRJNabiscois

"

tomeettheneedsofconsumersthrough

innovativemarketingandmanufacturingofhealthful,good-tastingproducts

thatcontributetoahealthylifestyleandconsumerwell-beingaroundthe

world,yieldingabove-averagereturnsovertimeandforourshareholders.

a.tacticalplan

b.mission

c.strategicplan

d.environmentalplan

（B;

99）

41.Whichofthefollowingisnotincludedinthedefinitionofplanning

a.Definetheorganization'

sobjectivesorgoals.

b.Establishanoverallstrategyforachievingtheseobjectivesorgoals.

c.Allocateresourcesanddevelopachainofcommunication.

d.Developahierarchyofplanstointegrateandcoordinateactivities.

（c;

42.Whenobjectivesarenotwrittendownorrarelyverbalized,andtheplanning

isgeneralandlackscontinuity,whichofthefollowingtypesofplanningis

used

a.environmentalplanning

b.economicplanning

c.informalplanning

d.formalplanning

43.Whenplanninginvolvesspecificobjectives（coveringaperiodofyears）thatarethenwrittendownandmadeavailabletoorganizationmemberswithspecificactionprogramsforachievingthegoal,whichofthefollowingtypesofplanningwasused

（d;

44.Inwhatordershouldplansbedeveloped

a.Mission,operational,strategic,andtactical

b.Strategic,tactical,mission,andoperational

c.Mission,tactical,strategic,andoperational

d.Mission,strategic,tactical,andoperational

45.clarifiestheconsequencesofactionsmanagersmighttakeinresponse

tocontinualchange.

a.Controlling

b.Organizing

c.Leading

d.Planning

46.Whichofthefollowingisanargumentagainstformalplanning

a.Planningfocusesonthefuture.

b.Planningmaycreaterigidity.

c.Planningreplacescreativity.

d.Planningignorespriorsuccesses.

（b;

pp.89-90）

47.Onceaplanisestablished,itshouldalwaysbe

a.followed.

b.changed.

c.flexible.

d.longterm.

p.90）

48.TheorganizationalformalityofAppleComputerultimatelyledto

a.asuccessfulorganization.

b.hamperedcreativity.

c.increasedvision.

d.increasedmarketshare.

49.Whichoffollowingisnotoneofthereasonswhymanagersshouldengagein

planningasthatwasstatedinthetext

a.Planningreducescost.

b.Planningminimizeswasteandredundancy.

c.Planningprovidesdirection.

d.Planningfacilitatescontrol.

（a;

50.Whichofthefollowingisnotanargumentthathasbeenmadeagainstformal

planning

a.cannotbedevelopedforadynamicenvironment

b.cannotreplacecreativityandintuition

c.takestoomuchtimeandstaffresources

d.focusesmostlyontoday'

scompetition

Moderatepp.89-90）

51.plansspecifythedetailsofhowanorganizationorbusinesswill

achieveits

objectives.

a.Strategic

b.Tactical

c.Long-term

d.Operational

52.Planningcan

a.provideguidanceanddirection.

b.minimizewasteandredundancy.

c.providestandardstofacilitatecontrol

d.Alloftheabove.

53.Successfulplansmayprovide

a.afalsesenseofsecurity.

b.onlysuccess.

c.increasedawarenessoftheenvironment.

d.increasedawarenessofchange.

54.Inthoseorganizationswhereformalplanningdidnotleadtohigher

performance,theculpritwaswhichofthefollowing

petition

b.marketingplan

c.management

d.environment

55.Plansthatapplytotheentireorganization,establishtheorganization'

s

overallobjectives,andseektopositiontheorganizationintermsofitsenvironmentarecalledplans.

a.operational

b.tactical

c.strategic

d.single-use

56.plansaredifferentiatedbytheirbreadth.

a.Directionalandspecific

b.Singleuseandstanding

c.Strategicandtactical

d.Long-termandshort-term

57.Whichofthefollowingisnotapopularwaytodescribeplans

a.breadth

b.timeframe

c.specificity

d.environmentalfocus

58.

specifyhowoverallobjectivesaretobeachieved.

a.Operationalplans

b.Tacticalplans

c.Strategicplans

d.Single-useplans

59.Tacticalandstrategicplansdifferinallofthefollowingwaysexcept

a.timeframe.

b.scope.

c.knownsetoforganizationalobjectives.

d.environmentaleffects.

60.Whichofthefollowingisanargumentagainstformalplanning

a.Planningfocusesonthepast.

c.Planningcannotreplacecreativity.

M