MAN 2150 CH5 PLAN -Book POSTTEST

12. The outcome of a situational analysis is the 

• A. evaluation of the merits and feasibility of a range of alternatives.
• B. prioritization and elimination of goals.
• C. identification and diagnosis of planning assumptions, issues, and problems.
• D. selection of the most appropriate and feasible alternative among various goals.

13. Situational analysis, as part of the formal planning process,

•  A. focuses on the internal forces at work within an organization and examines influences from the external environment.
•  B. focuses on the external forces at work within an organization and examines influences from the internal environment.
•  C. focuses on the internal forces at work within an organization and examines influences from the internal environment.
•  D. focuses on the external forces at work within an organization and examines influences from the external environment.

14. In the context of the planning process, _____ are the targets or ends a manager wants to reach. 

• A. goals
• B. plans
• C. scenarios
• D. strategies

15. Sager Inc., a manufacturing company, developed a strategic plan that assumed improved growth in its industry. Additionally, it generated several _____ for different economic settings. When recession started, Sager Inc. quickly implemented the plan based on those conditions. As a consequence, it survived more easily than other firms in the industry. 

• A. financial reports
• B. annual reports
• C. roadmaps
• D. scenarios

20. In which step of the planning process do managers identify the priorities and trade-offs among goals and plans?

• generating alternative goals and plans
• monitoring of goals and plans
• evaluation of goals and plans
• selection of goals and plans

25. Which of the following is one of the four levels of managers who use planning? 

• A. feasible
• B. synergistic
• C. tactical
• D. internal

28. In the context of the levels of planning, strategic goals are 

• A. the major targets that relate to the long-term survival of an organization.
• B. specific to a functional area in an organization.
• C. driven by operational plans.
• D. focused on the major actions a unit must take.

30. ______ planning involves a process of translating broad strategic goals and plans into specific goals and plans relevant to a particular portion of an organization. 

• A. Strategic
• B. Operational
• C. Tactical
• D. Contingency

31. ______ planning is the process of identifying the specific procedures and processes required at lower levels of an organization. 

• A. Strategic
• B. Operational
• C. Tactical
• D. Contingency

32. In _____ planning, frontline managers usually focus on routine tasks such as production runs, delivery schedules, and human resource requirements. 

• A. acquisition
• B. feasibility
• C. tactical
• D. operational