管理学原理英文第三章练习Word下载.docx

1、today s bus in ess en vir onment.8.Planning can completely replace the n eed for in tuiti on and creativity.achieved. p. 92）10.Short- term plans describe how an organization s overall objectives are tobe achieved. p. 93）11.Long term plans describe what an organization plans to do within the nexttwo

2、to three years.12.Well-thought out formal plans eliminate the need to rely on intuition andcreativity. Apple Computer is a prime example of this concept.13.Organizations with formal plans will always outperform those organizationswithout formal plans. Challenging; p. 91）14.Tactical plans form a basi

3、s for strategic plans.15.It appears that specific plans are always preferable to directional, orloosely guided plans, because specific plans have clearly defined objectives. （True;16.Standing plans are flexible plans, with clearly defined objectives and thatleave no room for misinterpretation. p. 94

4、）17.The objectives in MBO should be concise statements of financialaccomplishments.18.MBO uses goals to control employees.19.Feedback favorably affects performance. p. 96）20.An organizations objectives and strategies define its purpose. p. 99）21.Identifying the scope of an organizations products or

5、services will forceit to define its mission.22.In order to fulfill the grand strategy, managers will seek to position theirunits so that they can gain a relative advantage over their competition. p. 105）23.Porters three competitive strategies are cost-leadership, price-leadership,and niche.24.A proj

6、ect is an example of a single-use plan.25.SWOT analysis determines the primary threats and opportunities anorganization faces. p. 102）26.A SWOT analysis consists of four key steps.27.The grand strategies are growth, differentiation, stability, and combinationstrategies. p. 103）28.A differentiation s

7、trategy is a strategy that an organization follows whenit wants to establish a competitive advantage in a narrow market segment.29.A combination strategy is a strategy that an organization follows when itwants to be unique in its industry within a broad market segment.30.Reducing the size, scope or

8、number operational units usually in a decliningenvironment is known as reengineering. p. 104）31.Reducing the size, scope or number operational units usually in a decliningenvironment is known as a retrenchment strategy.32.How do we overcome the challenge of scanning a global business environmentOne

9、way is for management to subscribe to news services that review newspapers and books from around the globe and provide summaries to client companies. p. 106）33.Strengths that represent unique skills or resources that can determine anorganizations competitive edge are called its core competency.34.A

10、strong culture may act as a significant barrier to acceptance of change.35.SWOT stands for strengths, weaknesses, opportunities, and threats. The S andW refer to the strengths and weaknesses of the current and future economy.36.The typical growth strategies include direct expansion, new productdevel

11、opment, quality improvement, or diversifying merging with or acquiringother firms.37.The evidence suggests organizations should have formal plans.38.Organizations with formal plans will always outperform those organizations39.Directional plans provide focus, but do not lock managers into specificobj

12、ectives or specific courses of action.Multiple Choice Questi ons40. The of RJ Nabisco isto meet the n eeds of con sumers throughinno vative market ing and manu factur ing of healthful, good-tast ing productsthat con tribute to a healthy lifestyle and con sumer well-bei ng around theworld, yieldi ng

13、above- average returns over time and for our shareholders.a.tactical pla nb.missio nc.strategic pla nd.en vir onmen tal pla n（B; 99）41.Which of the following is not included in the definition of planninga.Define the organization s objectives or goals.b.Establish an overall strategy for achiev ing th

14、ese objectives or goals.c.Allocate resources and develop a cha in of com muni cati on.d.Develop a hierarchy of pla ns to in tegrate and coord in ate activities.（c;42.Whe n objectives are not writte n dow n or rarely verbalized, and the pla nningis gen eral and lacks con ti nu ity, which of the follo

15、w ing types of pla nning isuseda.en vir onmen tal pla nningb.econo mic pla nningc.in formal pla nningd.formal pla nning43.Whe n pla nning in volves specific objectives （coveri ng a period of years） that are then written down and made available to organization members with specific action programs fo

16、r achieving the goal, which of the following types of pla nning was used（d;44.In what order should pla ns be developeda.Missi on, operati on al, strategic, and tacticalb.Strategic, tactical, missi on, and operati onalc.Missi on, tactical, strategic, and operati onald.Missi on, strategic, tactical, a

17、nd operati onal45. clarifies the con seque nces of actions man agers might take in resp onseto con ti nual cha nge.a.Con trolli ngb.Orga nizi ngc.Leadi ngd.Pla nning46.Which of the follow ing is an argume nt aga inst formal pla nninga.Pla nning focuses on the future.b.Pla nning may create rigidity.c

18、.Planning replaces creativity.d.Planning ignores prior successes.（b; pp. 89-90）47.Once a plan is established, it should always bea.followed.b.changed.c.flexible.d.long term. p. 90）48.The organizational formality of Apple Computer ultimately led toa.a successful organization.b.hampered creativity.c.i

19、ncreased vision.d.increased market share.49.Which of following is not one of the reasons why managers should engage inplanning as that was stated in the texta.Planning reduces cost.b.Planning minimizes waste and redundancy.c.Planning provides direction.d.Planning facilitates control.（a;50.Which of t

20、he following is not an argument that has been made against formalplanninga.cannot be developed for a dynamic environmentb.cannot replace creativity and intuitionc.takes too much time and staff resourcesd.focuses mostly on today s competition Moderate pp. 89-90）51. plans specify the details of how an

21、 organization or business willachieve itsobjectives.a.Strategicb.Tacticalc.Long-termd.Operational52.Planning cana.provide guidance and direction.b.minimize waste and redundancy.c.provide standards to facilitate controld.All of the above.53.Successful plans may providea.a false sense of security.b.on

22、ly success.c.increased awareness of the environment.d.increased awareness of change.54.In those organizations where formal planning did not lead to higherperformance, the culprit was which of the followingpetiti onb.marketi ng pla nc.man ageme ntd.en vir onment55.Plans that apply to the en tire orga

23、 ni zati on, establish the orga ni zati onsoverall objectives, and seek to position the organization in terms of its en vir onment are called pla ns.a.operati onalb.tacticalc.strategicd.single-use56. pla ns are differe ntiated by their breadth.a.Directional and specificb.Sin gle use and sta ndingc.S

24、trategic and tacticald.Lon g-term and short-term57.Which of the follow ing is not a popular way to describe pla nsa.breadthb.time framec.specificityd.en vir onmen tal focus58. specify how overall objectives are to be achieved.a.Operati onal pla nsb.Tactical plansc.Strategic pla nsd.Sin gle-use pla n

25、s59.Tactical and strategic pla ns differ in all of the followi ng ways excepta.time frame.b.scope.c.known set of orga ni zati onal objectives.d.environmental effects.60.Which of the follow ing is an argume nt aga inst formal pla nninga.Pla nning focuses on the past.c.Planning cannot replace creativity. M