A desired future circumstance or condition that the individual or organization attempts to realize is a goal.

Goals specify today's means; plans specify future ends.

Planning is the act of determining the organization goals and the means for achieving them.

Planning cannot tame a turbulent environment.

A plan tells "why" to achieve a goal.

The mission is the basis for the strategic level of goals and plans, which in turn shapes the tactical and operational levels.

Defining operational goals and plans occurs in the execution phase of the organizational planning process.

Tactical goals and plans are the responsibility of front-line managers and supervisors.

Operational plans and goals are those that focus on the outcomes that major divisions and departments must achieve in order for the organization to reach its overall goals.

Tactical plans are designed to help execute the major strategic plans and to accomplish a specific part of the company's strategy.

A broad definition of the organization's values, aspirations, and reason for being, along with a recognition of the scope and operations that distinguishes the organization refers to a business plan.

Goals and plans provide a sense of direction and focus on specific targets and direct employee efforts toward important outcomes.

Tactical goals are specific, measurable results expected from departments, work groups, and individuals within the organization.

Top managers make the broad strategic plan and identify specific tactical plans.

Operational planning specifies plans for department managers, supervisors, and individual employees.

Goals are typically stated in quantitative terms.

An organization's mission describes its reason for existence.

Strategic plans and goals are those that focus on where the organization wants to be in the future and pertain to the organization as a whole.

Goals are most effective when they are specific, measurable, challenging, and linked to rewards.

Goals must be set for every aspect of employee behavior for organizational performance to be effective.

For goals to be effective, they should be challenging but realistic.

Step 1 in management by objectives is to review progress.

An action plan defines the course of action needed to achieve the stated goals.

Managers believe they are better oriented toward goal achievement when MBO is used.

In Step 1 of management by objectives, overall performance is appraised.

A key benefit of management by objectives is that it aligns individual and departmental goals with company goals.

Standing plans define company responses to specific situations such as natural emergencies or competitive setbacks.

Goals should be easy so that employees feel motivated.

Three critical planning methods are contingency planning, building scenarios, and crisis planning.

One of the biggest benefits of planning is that, in turbulent environments, plans create greater organizational flexibility.

Plans provide a standard of assessment.

If Laylah, a manager at Leak Free Roofing, wanted to develop a contingency plan for Leak Free, she would need to look at factors such as new equipment, the economy, and the company workers' compensation cases.

In a complex and competitive business world, traditional planning done by a select few is the only planning that works.

Crisis plans define company responses to be taken in the case of emergencies, setbacks, or unexpected conditions.

Some firms engage in crisis planning to enable them to cope with unexpected events that are so sudden and devastating that they have the potential to destroy the organization.

Prevention and preparation are the two stages of crisis management.

ABC Corporation should create a crisis management group that is not cross-functional but does work together well under pressure.

The CEO of Andre's Autos, Inc. must do all of the planning for the company because that is the way to do things in today's workplace.

Trend management is looking at trends and discontinuities and imagining possible alternative futures.

Stretch goals are typically so far beyond the current levels that people have to be innovative to find ways to reach them.

Research has shown that strategic thinking and planning positively affect a firm's performance and financial success.

Strategic thinking is more important in for-profit businesses than in nonprofit organizations.

Top managers and chief executives have the final responsibility for strategic planning.

Frontline managers have the final responsibility for strategic planning.

Competitive advantage refers to the set of decisions and actions used to formulate and implement strategies.

The interaction of the production and sales departments working together to produce profit greater than the total of both working separately is an example of synergy.

Core competence is the plan of action that prescribes resource allocation and other activities for dealing with the environment.

The combination of benefits received and costs paid by the customer refers to value.

The three levels of strategy are business, corporate, and global.

For the social networking site Facebook, technological know-how and an aggressive and innovative culture are significant strengths to include in its SWOT analysis.

Threats are characteristics of the internal environment that may prevent the organization from achieving its strategic goals.

Opportunities are characteristics of the internal environment that have the potential to help the organization achieve or exceed its strategic goals.

The mix of business units and product lines that fit together in a logical way to provide synergy and competitive advantage for the corporation pertains to portfolio strategy.

An SBU stands for "star business unit."

The Boston Consulting Group (BCG) matrix evaluates SBUs with respect to their business growth rate and geographical location.

The bright prospect exists in a rapidly growing industry but has only a small market share, according to the BCG matrix.

According to the BCG matrix, the cash cow has a large market share in a rapidly growing industry.

The dog, according to the BCG matrix, is a poor performer.

Diversification is a strategy of moving into new lines of business.

Differentiation, cost leadership, and focus are three of Porter's competitive strategies.

Cost leadership is a type of competitive strategy with which the organization seeks to distinguish its products or services from that of competitors.

Organizations with a focus strategy concentrate on a specific regional market or buyer group.

A desired future state that an organization attempts to realize is known as a(n) _____

Which of the following statements is true?

A blueprint specifying the resource allocations schedules and other actions necessary for attaining goals is referred to as a(n) _____

Which of the strategic management functions is considered the most fundamental?

The planning process starts with _____

The act of determining the organization's goals and the means for achieving them is known as _____

Which type of plan helps managers implement the overall strategic plan?

The planning process begins with which of the following?

The mission is the basis for the strategic level of goals and plans which in turn shape the _____

Which of the following is primarily responsible for strategic goals/plans?

Which of the following is primarily responsible for operational goals/plans?

Which of the following is primarily concerned with tactical goals/plans?

Which of the following is NOT a step in the organizational planning process?

Shadia is a first-line supervisor at Rooftop Corporation. She is most concerned with which level of goals?

A statement that identifies distinguishing characteristics of an organization is known as a(n) ____.

Which of the following is described by mission statements?

"We respect our employees and value their diversity" is an example of a statement you are most likely to find in the organization's _____

"We seek to become the premier business school in the West" is an example of a statement you are most likely to find in the organization's _____

At the top of the goal hierarchy is _____

The broad statements of where the organization wants to be in the future are known as _____

The official goals of the organization are best represented by the _____

A long-term time frame is most closely associated with _____

The action steps by which an organization intends to attain its strategic goals are known as _____

Operational goals lead to the attainment of tactical goals, which in turn lead to the attainment of _____

Sarah is a middle manager at Style Sneakers Corporation. She is most likely responsible for the achievement of _____

Goals that define the outcomes that major divisions and departments must achieve in order for the organization to reach its overall goals are called _____

Silver Star Automobiles holds monthly planning and operational reviews to ensure that it is on track for meeting organizational goals. This involves which stage of the organizational planning process?

Roxanne is a manager at Geronimo Gaming. She recently attended a seminar on goal setting. She wishes to use goals to provide a sense of direction to her staff. She is using goals as a _____

Which of the following refers to specific results expected from individuals?

Which of the following represents plans developed at the organization's lower levels that specify action steps toward achieving operational goals and that support tactical planning activities?

Which of the following is the department manager's tool for daily and weekly operations?

Kate is a salesperson at a large retail chain. She was assigned a goal of $$265,000 in sales for the current quarter. She is unhappy because she knows that the most any salesperson has sold in one quarter in the past is$$ 150,000. Her goal of $265,000 _____

You are violating which of the following goal characteristics when you attempt to create goals for every aspect of employee behavior?

Javaris set goals for each of his employees. Each employee ended up with at least 25 goals. This process violates which of the following criteria for effective goals?

Kenny's manager has given him the following goal: "Profits should be increased in the coming year in order for employees to receive a monetary bonus." Which characteristic of effective goals is missing?

All of the following are characteristics of effective goal setting except ____.

The ultimate impact of goals depends on the extent to which goal achievement is linked to _____