管理学原理英文第三章练习.docx

1、管理学原理英文第三章练习Chapter Three: Foun dati ons of Pla nningTrue/False1.Planning is concerned with defining an organization s goals and objectivesand how to in tegrate and coord in ate activities.(True; Easy; p. 88)2.In in formal pla nning, the orga ni zati ons objectives are rarely verbalized.(True; Moder

2、ate; p. 88)3.Pla nning is exactly what is n eeded in order to more effectively man age a chaotic en vir onment.(True; Moderate; p. 89)4.Without pla nning, there can be no effective con trol.(True; Moderate; p. 89)5.In in formal pla nning, the orga ni zati ons objectives are writte n dow n andcom mun

3、i cated to employees.(False; Moderate; p. 88)6.Planning mini mizes waste and redundan cy.(True; Easy; p. 89)7.Un certa inty and cha nge produce a n eed for more effective pla nning intoday s bus in ess en vir onment.(True; Moderate; p. 89)8.Planning can completely replace the n eed for in tuiti on a

4、nd creativity.(False; Moderate; p. 89)achieved.(False; Easy; p. 92)10.Short- term plans describe how an organization s overall objectives are tobe achieved.(False; Easy; p. 93)11.Long term plans describe what an organization plans to do within the nexttwo to three years.(False; Easy; p. 93)12.Well-t

5、hought out formal plans eliminate the need to rely on intuition andcreativity. Apple Computer is a prime example of this concept.(False; Moderate; p. 93)13.Organizations with formal plans will always outperform those organizationswithout formal plans.(False; Challenging; p. 91)14.Tactical plans form

6、 a basis for strategic plans.(False; Challenging; p. 92)15.It appears that specific plans are always preferable to directional, orloosely guided plans, because specific plans have clearly defined objectives. (True; Easy; p. 93)16.Standing plans are flexible plans, with clearly defined objectives and

7、 thatleave no room for misinterpretation.(False; Moderate; p. 94)17.The objectives in MBO should be concise statements of financialaccomplishments.(False; Easy; p. 94)18.MBO uses goals to control employees.(False; Challenging; p. 94)19.Feedback favorably affects performance.(True; Moderate; p. 96)20

8、.An organizations objectives and strategies define its purpose.(False; Moderate; p. 99)21.Identifying the scope of an organizations products or services will forceit to define its mission.(False; Challenging; p. 99)22.In order to fulfill the grand strategy, managers will seek to position theirunits

9、so that they can gain a relative advantage over their competition.(True; Challenging; p. 105)23.Porters three competitive strategies are cost-leadership, price-leadership,and niche.(False; Moderate; p. 105)24.A project is an example of a single-use plan.(True; Moderate; p. 94)25.SWOT analysis determ

10、ines the primary threats and opportunities anorganization faces.(True; Easy; p. 102)26.A SWOT analysis consists of four key steps.(False; Easy; p. 102)27.The grand strategies are growth, differentiation, stability, and combinationstrategies.(False; Easy; p. 103)28.A differentiation strategy is a str

11、ategy that an organization follows whenit wants to establish a competitive advantage in a narrow market segment.(False; Challenging; p. 105)29.A combination strategy is a strategy that an organization follows when itwants to be unique in its industry within a broad market segment.(False; Challenging

12、; p. 105)30.Reducing the size, scope or number operational units usually in a decliningenvironment is known as reengineering.(False; Challenging; p. 104)31.Reducing the size, scope or number operational units usually in a decliningenvironment is known as a retrenchment strategy.(True; Challenging;32

13、.How do we overcome the challenge of scanning a global business environmentOne way is for management to subscribe to news services that review newspapers and books from around the globe and provide summaries to client companies.(False; Challenging; p. 106)33.Strengths that represent unique skills or

14、 resources that can determine anorganizations competitive edge are called its core competency.(True; Moderate; p. 102)34.A strong culture may act as a significant barrier to acceptance of change.(True; Moderate; p. 102)35.SWOT stands for strengths, weaknesses, opportunities, and threats. The S andW

15、refer to the strengths and weaknesses of the current and future economy.(False; Easy; p. 102)36.The typical growth strategies include direct expansion, new productdevelopment, quality improvement, or diversifying merging with or acquiringother firms.(True; Moderate; p. 103)37.The evidence suggests o

16、rganizations should have formal plans.(True; Easy; p. 89)38.Organizations with formal plans will always outperform those organizationswithout formal plans.(False; Challenging; p. 91)39.Directional plans provide focus, but do not lock managers into specificobjectives or specific courses of action.(Tr

17、ue; Moderate; p. 93)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 above- average ret

18、urns over time and for our shareholders.a.tactical pla nb.missio nc.strategic pla nd.en vir onmen tal pla n(B; Easy; 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 these objectiv

19、es 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; Moderate; p. 88)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

20、follow ing types of pla nning isuseda.en vir onmen tal pla nningb.econo mic pla nningc.in formal pla nningd.formal pla nning(c; Moderate; p. 88)43.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 sp

21、ecific action programs for achieving the goal, which of the following types of pla nning was useda.en vir onmen tal pla nningb.econo mic pla nningc.in formal pla nningd.formal pla nning(d; Moderate; p. 88)44.In what order should pla ns be developeda.Missi on, operati on al, strategic, and tacticalb.

22、Strategic, tactical, missi on, and operati onalc.Missi on, tactical, strategic, and operati onald.Missi on, strategic, tactical, and operati onal(d; Moderate; p. 88)45. 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.Lead

23、i ngd.Pla nning(d; Moderate; p. 89)46.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.Planning replaces creativity.d.Planning ignores prior successes.(b; Moderate; pp. 89-90)47.Once a plan is established, it should

24、always bea.followed.b.changed.c.flexible.d.long term.(c; Moderate; p. 90)48.The organizational formality of Apple Computer ultimately led toa.a successful organization.b.hampered creativity.c.increased vision.d.increased market share.(b; Challenging; p. 90)49.Which of following is not one of the rea

25、sons 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; Moderate; p. 89)50.Which of the following is not an argument that has been made against formalpl

26、anninga.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(c; Moderate pp. 89-90)51. plans specify the details of how an organization or business willachieve itsobjectives.a.Strategicb

27、.Tacticalc.Long-termd.Operational(b; Moderate; p. 92)52.Planning cana.provide guidance and direction.b.minimize waste and redundancy.c.provide standards to facilitate controld.All of the above.(d; Moderate; p. 89)53.Successful plans may providea.a false sense of security.b.only success.c.increased a

28、wareness of the environment.d.increased awareness of change.(a; Challenging; p. 91)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 onment(d; Moderate; p. 92)55.Plans that apply

29、to the en tire orga 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-use(c; Moderate; p. 92)56. pla ns are differe ntiated by their breadth.a.Directional and

30、 specificb.Sin gle use and sta ndingc.Strategic and tacticald.Lon g-term and short-term(c; Moderate; p. 92)57.Which of the follow ing is not a popular way to describe pla nsa.breadthb.time framec.specificityd.en vir onmen tal focus(d; Moderate; p. 92)58. specify how overall objectives are to be achi

31、eved.a.Operati onal pla nsb.Tactical plansc.Strategic pla nsd.Sin gle-use pla ns(b; Moderate; p. 92)59.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.(d; Moderate; p. 92)60.Which of the follow ing is an argume nt aga inst formal pla nninga.Pla nning focuses on the past.b.Pla nning may create rigidity.c.Planning cannot replace creativity.d.All of the above.(d; M