管理学原理英文第三章练习.docx
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管理学原理英文第三章练习
ChapterThree:
FoundationsofPlanning
True/False
1.Planningisconcernedwithdefininganorganization'sgoalsandobjectives
andhowtointegrateandcoordinateactivities.
（True;Easy;p.88）
2.Ininformalplanning,theorganization'sobjectivesarerarelyverbalized.
（True;Moderate;p.88）
3.Planningisexactlywhatisneededinordertomoreeffectivelymanageachaoticenvironment.
（True;Moderate;p.89）
4.Withoutplanning,therecanbenoeffectivecontrol.
（True;Moderate;p.89）
5.Ininformalplanning,theorganization'sobjectivesarewrittendownand
communicatedtoemployees.
（False;Moderate;p.88）
6.Planningminimizeswasteandredundancy.
（True;Easy;p.89）
7.Uncertaintyandchangeproduceaneedformoreeffectiveplanningin
today'sbusinessenvironment.
（True;Moderate;p.89）
8.Planningcancompletelyreplacetheneedforintuitionandcreativity.
（False;Moderate;p.89）
achieved.
（False;Easy;p.92）
10.Short-termplansdescribehowanorganization'soverallobjectivesareto
beachieved.
（False;Easy;p.93）
11.Longtermplansdescribewhatanorganizationplanstodowithinthenext
twotothreeyears.
（False;Easy;p.93）
12.Well-thoughtoutformalplanseliminatetheneedtorelyonintuitionand
creativity.AppleComputerisaprimeexampleofthisconcept.
（False;Moderate;p.93）
13.Organizationswithformalplanswillalwaysoutperformthoseorganizations
withoutformalplans.
（False;Challenging;p.91）
14.Tacticalplansformabasisforstrategicplans.
（False;Challenging;p.92）
15.Itappearsthatspecificplansarealwayspreferabletodirectional,or
looselyguidedplans,becausespecificplanshaveclearlydefinedobjectives.（True;Easy;p.93）
16.Standingplansareflexibleplans,withclearlydefinedobjectivesandthat
leavenoroomformisinterpretation.
（False;Moderate;p.94）
17.TheobjectivesinMBOshouldbeconcisestatementsoffinancial
accomplishments.
（False;Easy;p.94）
18.MBOusesgoalstocontrolemployees.
（False;Challenging;p.94）
19.Feedbackfavorablyaffectsperformance.
（True;Moderate;p.96）
20.Anorganization'sobjectivesandstrategiesdefineitspurpose.
（False;Moderate;p.99）
21.Identifyingthescopeofanorganization'sproductsorserviceswillforce
ittodefineitsmission.
（False;Challenging;p.99）
22.Inordertofulfillthegrandstrategy,managerswillseektopositiontheir
unitssothattheycangainarelativeadvantageovertheircompetition.
（True;Challenging;p.105）
23.Porter'sthreecompetitivestrategiesarecost-leadership,price-leadership,
andniche.
（False;Moderate;p.105）
24.Aprojectisanexampleofasingle-useplan.
（True;Moderate;p.94）
25.SWOTanalysisdeterminestheprimarythreatsandopportunitiesan
organizationfaces.
（True;Easy;p.102）
26.ASWOTanalysisconsistsoffourkeysteps.
（False;Easy;p.102）
27.Thegrandstrategiesaregrowth,differentiation,stability,andcombination
strategies.
（False;Easy;p.103）
28.Adifferentiationstrategyisastrategythatanorganizationfollowswhen
itwantstoestablishacompetitiveadvantageinanarrowmarketsegment.
（False;Challenging;p.105）
29.Acombinationstrategyisastrategythatanorganizationfollowswhenit
wantstobeuniqueinitsindustrywithinabroadmarketsegment.
（False;Challenging;p.105）
30.Reducingthesize,scopeornumberoperationalunitsusuallyinadeclining
environmentisknownasreengineering.
（False;Challenging;p.104）
31.Reducingthesize,scopeornumberoperationalunitsusuallyinadeclining
environmentisknownasaretrenchmentstrategy.
（True;Challenging;
32.Howdoweovercomethechallengeofscanningaglobalbusinessenvironment
Onewayisformanagementtosubscribetonewsservicesthatreviewnewspapersandbooksfromaroundtheglobeandprovidesummariestoclientcompanies.
（False;Challenging;p.106）
33.Strengthsthatrepresentuniqueskillsorresourcesthatcandeterminean
organization'scompetitiveedgearecalleditscorecompetency.
（True;Moderate;p.102）
34.Astrongculturemayactasasignificantbarriertoacceptanceofchange.
（True;Moderate;p.102）
35.SWOTstandsforstrengths,weaknesses,opportunities,andthreats.TheSand
Wrefertothestrengthsandweaknessesofthecurrentandfutureeconomy.
（False;Easy;p.102）
36.Thetypicalgrowthstrategiesincludedirectexpansion,newproduct
development,qualityimprovement,ordiversifying—mergingwithoracquiring
otherfirms.
（True;Moderate;p.103）
37.Theevidencesuggestsorganizationsshouldhaveformalplans.
（True;Easy;p.89）
38.Organizationswithformalplanswillalwaysoutperformthoseorganizations
withoutformalplans.
（False;Challenging;p.91）
39.Directionalplansprovidefocus,butdonotlockmanagersintospecific
objectivesorspecificcoursesofaction.
（True;Moderate;p.93）
MultipleChoiceQuestions
40.TheofRJNabiscois
"tomeettheneedsofconsumersthrough
innovativemarketingandmanufacturingofhealthful,good-tastingproducts
thatcontributetoahealthylifestyleandconsumerwell-beingaroundthe
world,yieldingabove-averagereturnsovertimeandforourshareholders.
a.tacticalplan
b.mission
c.strategicplan
d.environmentalplan
（B;Easy;99）
41.Whichofthefollowingisnotincludedinthedefinitionofplanning
a.Definetheorganization'sobjectivesorgoals.
b.Establishanoverallstrategyforachievingtheseobjectivesorgoals.
c.Allocateresourcesanddevelopachainofcommunication.
d.Developahierarchyofplanstointegrateandcoordinateactivities.
（c;Moderate;p.88）
42.Whenobjectivesarenotwrittendownorrarelyverbalized,andtheplanning
isgeneralandlackscontinuity,whichofthefollowingtypesofplanningis
used
a.environmentalplanning
b.economicplanning
c.informalplanning
d.formalplanning
（c;Moderate;p.88）
43.Whenplanninginvolvesspecificobjectives（coveringaperiodofyears）thatarethenwrittendownandmadeavailabletoorganizationmemberswithspecificactionprogramsforachievingthegoal,whichofthefollowingtypesofplanningwasused
a.environmentalplanning
b.economicplanning
c.informalplanning
d.formalplanning
（d;Moderate;p.88）
44.Inwhatordershouldplansbedeveloped
a.Mission,operational,strategic,andtactical
b.Strategic,tactical,mission,andoperational
c.Mission,tactical,strategic,andoperational
d.Mission,strategic,tactical,andoperational
（d;Moderate;p.88）
45.clarifiestheconsequencesofactionsmanagersmighttakeinresponse
tocontinualchange.
a.Controlling
b.Organizing
c.Leading
d.Planning
（d;Moderate;p.89）
46.Whichofthefollowingisanargumentagainstformalplanning
a.Planningfocusesonthefuture.
b.Planningmaycreaterigidity.
c.Planningreplacescreativity.
d.Planningignorespriorsuccesses.
（b;Moderate;pp.89-90）
47.Onceaplanisestablished,itshouldalwaysbe
a.followed.
b.changed.
c.flexible.
d.longterm.
（c;Moderate;p.90）
48.TheorganizationalformalityofAppleComputerultimatelyledto
a.asuccessfulorganization.
b.hamperedcreativity.
c.increasedvision.
d.increasedmarketshare.
（b;Challenging;p.90）
49.Whichoffollowingisnotoneofthereasonswhymanagersshouldengagein
planningasthatwasstatedinthetext
a.Planningreducescost.
b.Planningminimizeswasteandredundancy.
c.Planningprovidesdirection.
d.Planningfacilitatescontrol.
（a;Moderate;p.89）
50.Whichofthefollowingisnotanargumentthathasbeenmadeagainstformal
planning
a.cannotbedevelopedforadynamicenvironment
b.cannotreplacecreativityandintuition
c.takestoomuchtimeandstaffresources
d.focusesmostlyontoday'scompetition
（c;Moderatepp.89-90）
51.plansspecifythedetailsofhowanorganizationorbusinesswill
achieveits
objectives.
a.Strategic
b.Tactical
c.Long-term
d.Operational
（b;Moderate;p.92）
52.Planningcan
a.provideguidanceanddirection.
b.minimizewasteandredundancy.
c.providestandardstofacilitatecontrol
d.Alloftheabove.
（d;Moderate;p.89）
53.Successfulplansmayprovide
a.afalsesenseofsecurity.
b.onlysuccess.
c.increasedawarenessoftheenvironment.
d.increasedawarenessofchange.
（a;Challenging;p.91）
54.Inthoseorganizationswhereformalplanningdidnotleadtohigher
performance,theculpritwaswhichofthefollowing
petition
b.marketingplan
c.management
d.environment
（d;Moderate;p.92）
55.Plansthatapplytotheentireorganization,establishtheorganization's
overallobjectives,andseektopositiontheorganizationintermsofitsenvironmentarecalledplans.
a.operational
b.tactical
c.strategic
d.single-use
（c;Moderate;p.92）
56.plansaredifferentiatedbytheirbreadth.
a.Directionalandspecific
b.Singleuseandstanding
c.Strategicandtactical
d.Long-termandshort-term
（c;Moderate;p.92）
57.Whichofthefollowingisnotapopularwaytodescribeplans
a.breadth
b.timeframe
c.specificity
d.environmentalfocus
（d;Moderate;p.92）
58.
specifyhowoverallobjectivesaretobeachieved.
a.Operationalplans
b.Tacticalplans
c.Strategicplans
d.Single-useplans
（b;Moderate;p.92）
59.Tacticalandstrategicplansdifferinallofthefollowingwaysexcept
a.timeframe.
b.scope.
c.knownsetoforganizationalobjectives.
d.environmentaleffects.
（d;Moderate;p.92）
60.Whichofthefollowingisanargumentagainstformalplanning
a.Planningfocusesonthepast.
b.Planningmaycreaterigidity.
c.Planningcannotreplacecreativity.
d.Alloftheabove.
（d;M
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