MAN 2150 CH 5 PLAN

12. The outcome of a situational analysis is the

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

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

• focuses on the internal forces at work within an organization and examines influences from the external environment.
• focuses on the external forces at work within an organization and examines influences from the internal environment.
• focuses on past conditions, current trends, and future events.
• focuses on the internal forces at work within an organization and examines influences from the internal environment.

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

• goals
• contingencies
• strategies
• scenarios

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.

• scenarios
• roadmaps
• financial reports
• annual reports

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

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

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

• tactical
• traditional
• synergistic
• feasible

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

• the major targets that relate to the long-term survival of an organization.
• specific to a functional area in an organization.
• driven by operational plans.
• the procedures and processes to get day-to-day work done.

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.

• Tactical
• Feasibility
• Contingency
• Operational

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

• Operational
• Contingency
• Acquisition
• Tactical

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

• operational
• strategic
• acquisition
• tactical