Tutorial Manag.

1.The step in the formal planning process known as __________ involves studying past events, examining current conditions, and forecasting future trends.

• analyzing the situation

• generating alternative goals and plans

• evaluating goals and plans

• selecting goals and plans

• monitoring and controlling performance

2.In the context of the planning process, __________ are the targets or objectives a manager wants to reach.

• plans

• scenarios

• goals

• contingencies

• strategies

3. Lighting Solutions, an industrial lighting company, developed a strategic plan that assumed continued growth in its industry. Additionally, it generated several __________ for different economic settings. When a recession started, Lighting Solutions quickly implemented the plan based on this condition. As a consequence, it survived more easily than other firms in the industry.

• financial reports

• annual reports

• roadmaps

• projection statements

• scenarios

4.Year in and year out, Coca-Cola outperforms in the soft drink industry. While this success is due in part to the quality of their products, it is also due to Coca-Cola's consistently strong marketing campaigns. These campaigns represent Coca-Cola's ongoing, or __________ plan to develop and execute a world-class marketing and promotion strategy.

• operational

• single-use

• standing

• contingency

• emergency

5. A plan to integrate employees into a new benefits system, assuming that it is not likely to be repeated in the foreseeable future, is an example of a __________plan.

• standing

• single-use

• start-up

• contingency

• emergency

6.When Maya’s department failed to reach its goals for four consecutive quarters, she reviewed her plan and saw it had inadequate funding and unclear priorities. The next year, she acquired sufficient funds and incentivized her top managers with bonuses for goals met. The results made Maya ecstatic, showing how the implementation of plans is successful when

• the planning process is limited to senior managers.

• limited financial resources are made available to the manager.

• they are linked to other organizational systems like budgets and rewards

• they are converted into strict rules for employees to follow.

• they are projected as confidential issues concerning top management

7.According to the __________ plan of Horizons Financial Services, if expansion into Central America does not materialize, the company will then strive for expansion in South America.

• operations

• internal

• contingency

• standing

• start-up

8.The managers of Wellston Industries are considering how well alternative plans may meet its high-priority goals, as well as identifying the cost of each initiative and its likely investment return. Wellston Industries is in the __________ stage of the planning process.

• implementing goals and plans

• selecting goals and plans

• analyzing the situation

• monitoring and controlling performance

• evaluating goals and plans

9.What is an example of a typical strategic goal?

• updating equipment

• increasing market share

• estimating advertising expenditures

• complying with civil rights laws

• improving delivery schedules

10.Senior management at Montague Manufacturing knows that a successful implementation of its business plan in the coming year is critical to the company's survival in a competitive industry. Montague cannot afford for different parts of the organization to "stray" from the plan; in fact, each organizational unit must perform in sync with the goals of the unit above it and the units below it. Thus, the individual plans of the corporation, each division, each department, and each section must be

• independent.

• aligned.

• in competition.

• diverse.

• provisional.