Chapter 7--Managerial Planning and Goal Setting
Chapter 7--Managerial Planning and Goal SettingStudent:
___________________________________________________________________________1.Managers
must understand no plan is perfect, but should grow and change to
meet new conditions.TrueFalse2.A desired future state that the
individual or organization attempts to realize is a
goal.TrueFalse3.Goals specify today's means; plans specify future
ends.TrueFalse4.Planning is the act of determining the organization
goals and the means for achieving them.TrueFalse5.Planning cannot
tame a turbulent environment.TrueFalse6.A plan tells "why" to
achieve the goal.TrueFalse7.The mission is the basis for the
strategic level of goals and plans, which in turn shapes the
tactical and operational level.TrueFalse8.Defining operational
goals and plans occurs in the execution phase of the organizational
planning process.TrueFalse9.Tactical goals and plans are the
responsibility of front-line managers and
supervisors.TrueFalse10.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.TrueFalse11.Tactical plans are designed to help execute the
major strategic plans and to accomplish a specific part of the
company's strategy.TrueFalse12.A broad definition of the
organization's values, aspiration and reason for being, along with
a recognition of the scope and operations that distinguishes the
organization refers to a Business Plan.TrueFalse13.Goals and plans
provide a sense of direction and focus on specific targets and
direct employee efforts toward important
outcomes.TrueFalse14.Tactical goals are specific, measurable
results expected from departments, work groups, and individuals
within the organization.TrueFalse15.Top managers make the broad
strategic plan and identify specific tactical
plans.TrueFalse16.Operational planning specifies plans for
department managers, supervisors, and individual
employees.TrueFalse17.Goals are typically stated in quantitative
terms.TrueFalse18.Providing innovative solutions to customer needs
is a goal that would be placed in the internal business process
category on a strategy map.TrueFalse19.A visual representation of
the key drivers of an organization's success and shows how specific
goals and plans in each area are linked is called a strategy
map.TrueFalse20.An organization's mission describes its reason for
existence.TrueFalse21.Building good relationships with suppliers
and partners would be considered internal business process
goals.TrueFalse22.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.TrueFalse23.Management by objectives,
single-use plans, and standing plans are all management planning
approaches.TrueFalse24.Goals are most effective when they are
specific, measurable, challenging and linked to
rewards.TrueFalse25.Goals must be set for every aspect of employee
behavior or organizational performance to be
effective.TrueFalse26.In order for goals to be effective, they
should be challenging but realistic.TrueFalse
Step 1 in Management by Objectives is to review
progress.TrueFalse
An action plan defines the course of action needed to achieve
the stated goals.TrueFalse
Managers believe they are better oriented toward goal
achievement when MBO is used.TrueFalse
In step 1 of Management By Objectives, overall performance is
appraised.TrueFalse
A key benefit of management by objectives is that it aligns
individual and departmental goals with company goals.TrueFalse
Standing plans define company responses to specific situations
such as natural emergencies or competitive setbacks.TrueFalse
A major difference between rules and policies is that rules are
broad in scope whereas policies are narrow in scope.TrueFalse
The goals should be easy, for employees to feel motivated, so
that they can achieve them easily which in turn increases their
motivation level.TrueFalse
Three critical planning methods are contingency planning,
building scenarios, and crisis planning.TrueFalse
One of the biggest benefits of planning is that, in turbulent
environments, plans create greater organizational
flexibility.TrueFalse
Plans provide a standard of assessment.TrueFalse
If Renae, 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.TrueFalse
In a complex and competitive business world, traditional
planning done by a select few is the only planning that
works.TrueFalse
Crisis plans define company responses to be taken in the case of
emergencies, setbacks, or unexpected conditions.TrueFalse
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.TrueFalse
Prevention and preparation are the two stages of crisis
management.TrueFalse
The ABC Corporation should create a crisis management group that
is not cross-functional, but does work together well under
pressure.TrueFalse
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.TrueFalse
Trend management is looking at trends and discontinuities and
imagining possible alternative futures.TrueFalse
In centralized planning, managers at all levels work with
planning experts to develop their own goals and plans.TrueFalse
Managers work with planning experts to develop their own goals
and plans in decentralized planning.TrueFalse
Stretch goals are typically so far beyond the current levels
that people have to be innovative to find ways to reach
them.TrueFalse
Sales in relation to targets is an example of a balanced
scorecard metric.TrueFalse
Intelligence teams are useful when an organization confronts a
major intelligence challenge.TrueFalse
_____ refers to a desired future state that an organization
attempts to realize.A.PlanB.Vision statementC.GoalD.Mission
statementE.Idea
_____ specify future ends and _____ specify today's
means.A.Goals; plansB.Plans; goalsC.Planning; organizingD.Ideas;
behaviorsE.Mission; vision
A blueprint specifying the resource allocations schedules, and
other actions necessary for attaining goals is referred to as a(n)
_____.A.goalB.planC.missionD.visionE.objective
Of the strategic management functions, which is considered the
most
fundamental?A.ExecutingB.AnalyzingC.ControllingD.PlanningE.Leading
The planning process starts with:A.a formal mission that defines
the organizations purpose.B.tactical planning.C.strategic
planning.D.operational planning.E.controlling performance.
_____ is the act of determining the organization's goals and the
means for achieving
them.A.BrainstormingB.OrganizingC.PlanningD.Developing a missionE.A
blueprint
Which type of plan helps managers implement the overall
strategic
plan?A.OperationalB.ContingencyC.TacticalD.CrisisE.Corporate-level
The planning process begins with which of these?A.The
development of operational goalsB.The development of a mission
statementC.Communication of goals to the rest of the
organizationD.A company-wide meetingE.Brainstorming
The _____ is the basis for the strategic level of goals and
plans which in turn shapes the _____, and _____ level.A.goal;
mission, tacticalB.objective; operational, missionC.operational
goal; mission and tacticalD.mission; tactical,
operationalE.tactical plan; operational, mission
_____ is primarily responsible for strategic
goals/plans.A.Middle managementB.Board of
directorsC.ConsultantsD.Top managementE.Lower management
_____ is primarily responsible for operational
goals/plans.A.Middle managementB.Board of
directorsC.ConsultantsD.Top managementE.Lower management
Which of these is(are) primarily concerned with tactical
goals/plans?A.Middle managementB.Board of
directorsC.ConsultantsD.Senior managementE.Lower management
Which of the following is not a step in the organizational
planning process?A.Monitor and learnB.Plan operationsC.Translate
the planD.Develop the planE.Plan marketing tactics
Sherry is a first-line supervisor at Rooftop Corporation. She is
most concerned with which level of goals?A.Operational
goalsB.Tactical plansC.Strategic goalsD.Mission
statementE.Vision
Which of the following is NOT a tool for executing a
plan?A.Management by objectivesB.Operations mapC.Performance
dashboardsD.Single use plansE.Decentralized responsibility
A statement that identifies distinguishing characteristics of an
organization is known as a(n):A.goals statement.B.values
statement.C.income statement.D.mission statement.E.competitive-edge
statement.
Which of these are described by mission statements?A.Corporate
valuesB.Product qualityC.Location of facilitiesD.All of theseE.None
of these
"We respect our employees and value their diversity" is an
example of a statement you are most likely to find in the
organization's _____.A.missionB.strategic goalsC.tactical
goalsD.strategic plansE.tactical plans
"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 _____.A.tactical goalsB.operational
goalsC.missionD.tactical plansE.operational plans
_____ refers to a broadly stated definition of the
organization's basic business scope and operations that
distinguishes it from similar types of organizations.A.Mission
statementB.Goal statementC.Management by objectiveD.Goal
settingE.Corporate competitive-value statement
At the top of the goal hierarchy is:A.strategic goals.B.tactical
goals.C.operational goals.D.a mission.E.employee goals.
_____ are the broad statements of where the organization wants
to be in the future.A.Operational goalsB.Tactical goalsC.Strategic
goalsD.Operational goalsE.Tactical plans
The official goals of the organization are best represented by
the _____.A.strategic goalsB.tactical goalsC.operational
goalsD.competitive goalsE.none of these
A long-term time frame is most closely associated
with:A.operational plans.B.tactical plans.C.strategic
plans.D.mission plans.E.tactical goals.
_____ are called the action steps by which an organization
intends to attain its strategic goals.A.Tactical goalsB.Operational
goalsC.Tactical plansD.Operational plansE.Strategic plans
_____ goals lead to the attainment of _____ goals, which in turn
lead to the attainment of _____ goals.A.Operational; strategic;
tacticalB.Tactical; operational; strategicC.Strategic; tactical;
operationalD.Operational; tactical; strategicE.None of these.
Sarah is a middle manager at Stylin' Sneakers Corporation. She
is most likely responsible for the achievement of _____
goals.A.operationalB.tacticalC.strategicD.lower-levelE.top-level
Goals that define the outcomes that major divisions and
departments must achieve in order for the organization to reach its
overall goals is called:A.strategic goals.B.tactical
goals.C.operational goals.D.a mission.E.a plan.
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? A.Developing the planB.Translating the planC.Plan
operationsD.Executing the planE.Monitoring and learning
The organization's reason for existence is known as the
organization's _____.A.valueB.visionC.missionD.goalE.service
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.a way to
legitimize her department.B.a source of motivation.C.a standard of
performance.D.a guide to action.E.a way to impress others.
Which of the following refer to specific results expected from
individuals?A.Operational goalsB.Tactical goalsC.Strategic
goalsD.Operational plansE.Mission statements
Which of the following represent plans developed at the
organization's lower levels that specify action steps toward
achieving operational goals and that support tactical planning
activities?A.Tactical plansB.Strategic plansC.Operational
plansD.Supervisory plansE.Organizational plans
The _____ is the department manager's tool for daily and weekly
operations.A.conventional goalB.strategic goalC.strategic
planD.operational planE.targeted plan
Which of the following is a visual representation of the key
drivers of an organization's success, showing the cause-and-effect
relationships among goals and plans?A.Operational planB.Gantt
chartC.Strategy mapD.SWOT analysisE.Strategic plan
Managers use _____ to direct employees and resources toward
achieving specific outcomes that enable the organization to perform
efficiently and effectively.A.strategic goalsB.operational
goalsC.growth goalsD.financial resultsE.internal business process
goals
According to the strategy map described in chapter 7, which of
the following is NOT a type of goal?A.Financial performance
goalsB.Customer service goalsC.Internal business process
goalsD.Learning and growth goalsE.External business process
goals
In developing a strategy map for her interior design business,
Carla has decided to promote employee development by providing
online training tools. This involves goals in which strategy map
category?A.Financial performance goalsB.Learning and growth
goalsC.Internal business process goalsD.Customer service
goalsE.Supply chain goals
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 is
probably:A.not specific and measurable.B.not
realistic.C.irrelevant.D.lacking a specific time period.E.does not
cover key result area.
You are violating which of these goal characteristics when you
attempt to create goals for every aspect of employee
behavior?A.Specific and measurableB.Linked to rewardsC.Defined time
periodD.Cover key result areasE.Challenging but realistic
Darren set goals for each of his employees. Each employee ended
up with at least twenty-five goals. This process violates which of
the following criteria for effective goals?A.Specific and
measurableB.Challenging but realisticC.Covers key result
areasD.Defined time periodE.Linked to rewards
Which of these is lacking in the goal "profits should be
increased in the coming year?"A.Specific and
measurableB.Challenging but realisticC.Covers key result
areasD.Defined time periodE.None of these
All of the following are characteristics of effective goal
setting except:A.goals should be challenging but not unreasonably
difficult.B.goals should be set for every aspect of employee
behavior.C.specific and measurable.D.cover key results
area.E.linked to rewards.
The ultimate impact of goals depended on the extent to which
goal achievement is linked to:A.rewards.B.salary
increases.C.promotions.D.all of these.E.salary increases and
promotions.
Focusing manager and employee efforts on activities that will
lead to goal attainment is a benefit of what management
method?A.Tactical planningB.Contingency planningC.Single-use
planningD.Management by objectivesE.Management by walking
around
_____ is the first step in the MBO process.A.Setting
goalsB.Developing action plansC.Appraising overall
performanceD.Reviewing progressE.None of these
Which of these is a method of management whereby managers and
employees define goals for every department, project, and person
and use them to monitor subsequent performance?A.Organizational
planningB.Management by objectivesC.Goal settingD.Mission
developmentE.Vision development
High Fence Corporation is currently implementing an MBO program.
Managers and employees jointly set objectives and develop action
plans, and goal achievement is evaluated on an annual basis. High
Fence is missing which major activity that must occur in order for
MBO to be successful?A.Developing a mission statementB.Developing
tactical goalsC.Reviewing progressD.Reviewing operational
plansE.None of these
In using MBO, objectives should be set by
the:A.supervisor.B.employee.C.supervisor and the employee
jointly.D.accounting department.E.top management.
Frostburg Fireplaces has used MBO for the past year. Top
management just finished evaluating overall performance. The next
step in the MBO process should be:A.to develop new action
plans.B.to develop new objectives based on the review of last
year's performance.C.to begin a new MBO "cycle", using the same
objectives as last year.D.to wait several months to allow
information to be digested.E.none of these.
_____ is the final step in the MBO process.A.Appraise overall
performanceB.Develop an action planC.Review progressD.Set
goalsE.Conduct periodic checkups
Which of the following is NOT one of the benefits of
MBO?A.Performance can be improved at all company levels.B.Employees
are motivated.C.Efforts are focused on activities that will lead to
goal attainment.D.Operational goals are able to displace strategic
goals.E.Individual and department goals are aligned with company
goals.
Which of these is true about single-use plans?A.They are
developed to achieve a set of goals that are unlikely to be
repeated in the future.B.They are used to provide guidance for
tasks performed repeatedly within the organization.C.They define
plans that define company responses to specific situations, such as
emergencies or setbacks.D.They are most important in the
organizations.E.None of these
Standing plans:A.are developed to achieve a set of goals that
are unlikely to be repeated in the future.B.are used to provide
guidance for tasks performed repeatedly within the
organization.C.define company responses to specific situations,
such as emergencies or setbacks.D.are the most important in the
organizations.E.are none of these.
A project is an example of a:A.policy.B.standing
plan.C.procedure.D.single-use plan.E.rule.
Cheyenne Creamery requires that all absent employees bring a
note from their doctor when returning to work. This is an example
of a:A.single-plan use.B.standing
plan.C.program.D.procedure.E.project.
_____ define boundaries within which to make a
decision.A.ProgramsB.PoliciesC.RulesD.ProceduresE.Projects
An example of a _____ is a statement supporting the
organization's efforts in the area of sexual
harassment.A.procedureB.ruleC.policyD.single-use planE.program
"No food and/or drinks in the classroom" is an example of a
_____.A.procedureB.ruleC.policyD.single-use planE.project
Which of the following is a commonly-cited limitation of
planning?A.Plans limit employee motivation and commitment.B.Plans
make resource allocation more difficult.C.Plans make it more
difficult to measure standards of performance.D.Plans boost
intuition and creativity.E.Plans can create a false sense of
security.
One major limitation of goals and plans is:A.goals and plans
guide resource allocation.B.goals and plans may cause rigidity in a
turbulent environment.C.goals and plans decrease employee
motivation.D.goals and plans decrease employee commitment.E.none of
the above.
Which of these are true about contingency plans?A.They are
developed to achieve a set of goals that are unlikely to be
repeated in the future.B.They are used to provide guidance for
tasks performed repeatedly within the organization.C.They define
company responses to specific situations, such as emergencies or
setbacks.D.They are most important in the organizations.E.None of
these
Contingency plans are also referred to as:A.standing
plans.B.rules.C.scenarios.D.procedures.E.operationally tactical
plans.
_____ involves looking at trends and discontinuities and
imagining possible alternative future to build a framework within
which unexpected future events can be managed.A.Scenario
buildingB.Crisis planningC.Contingency planningD.Trend
managementE.Caution planning
Jerrica, a finance manager at LRV industries, is asked by her
boss to develop a plan in the event that company sales drop by 20
percent or more. This type of plan is known as _____.A.contingency
planningB.financial planningC.crisis planningD.consumer
protectionE.environmental planning
_____ enables firms to cope with unexpected events that are so
sudden and devastating that they have the potential to destroy the
organization if managers aren't prepared with a quick and
appropriate response.A.Incident planningB.Contingency
planningC.Strategic planningD.Crisis planningE.Emergency
planning
The two stages of crisis planning include:A.prevention and
control.B.planning and leading.C.prevention and
preparation.D.preparation and control.E.leading and organizing.
The crisis management plan should be a _____ that specifies the
actions to be taken, and by whom, if a crisis occurs.A.vague,
verbal planB.detailed, verbal planC.long, difficult to read
planD.vague, written planE.detailed, written plan
Which of the following is NOT involved in the stages of crisis
planning?A.Setting up effective communication systemsB.Creating
detailed crisis management plansC.Investigating all
stakeholdersD.Designating a crisis management team and
spokespersonE.Building relationships
Traditionally, if Stephanie, CEO of Butterfly Pillows, needed to
conduct corporate planning, it would be performed by all of the
following except:A.central planning departments.B.decentralized
planning groups.C.top executives.D.consulting groups.E.the
president of the company.
The traditional approach to corporate planning was to:A.have a
decentralized planning staff.B.have a centralized planning
department.C.set up a planning task force.D.set up planning
committees.E.use TQM approach.
Jeff is a top manager at a textile factory. He is developing a
crisis plan in the event that the company has a toxic spill or
accident. Which of the following should Jeff undertake to prepare
for such a crisis? A.Building relationships with neighboring
businessesB.Detecting signals from the natural environmentC.Polling
employees on the likelihood of an environmental disasterD.
Designating a crisis management team in the event of an
environmental disasterE.Dismantling the companys ties to the
external media
Alabama Airlines has three planning specialists who help
division managers develop their own division plans. Serving as
consultants to the divisions, the planning specialists give advice
about strengths, weaknesses, opportunities, and threats. Alabama
Airlines is utilizing what approach to the planning
function?A.Centralized planning departmentB.Decentralized planning
staffC.Planning task forceD.Centralized planning committeeE.TQM
_____ are reasonable yet highly ambitious goals that are so
clear, compelling, and imaginative that they fire up employees and
engender excellence.A.Operational goalsB.Stretch goalsC.Strategic
goalsD.Tactical goalsE.Bottom-up goals
Sam is in charge of strategy control at Lansers, a large
clothing retailer. He regularly tracks sales in relation to
targets, number of products on back order, and percentage of
customer service calls resolved within specified time periods.
These metrics are known as: A.financial indicators.B.tactical
goals.C.performance dashboards.D.balanced scoreboards.E.operational
standards.
A(n) _____ is a cross-functional group of managers and employees
who work together to gain a deep understanding of a specific
business issues, with the aim of presenting insights related to
that issue.A.espionage teamB.functional teamC.task forceD.project
teamE.intelligence team
At Save-tech, Sophia, director of marketing, is a member of a
cross-functional group of managers and employees. The purpose of
the group is to gain a deep understanding companys competitive
environment and periodically present these findings to top
management. Sophia is involved in what type of team?A.Intelligence
teamB.Functional teamC.Task forceD.Project teamE.Espionage team
Scenario - Katelynn Kareem
Managers at WXYZ just announced that the new management program
would be focused around MBO concepts. Katelynn Kareem had been a
manager at WXYZ for ten years and she was not certain if this new
MBO approach was going to fit her department. She had strong
commitment to achieving the company's objectives, but she also knew
her employees well enough to know that some didn't share the same
commitment.
In the MBO process, after the first step of setting objectives
is accomplished, the next step that Katelynn should expect
is:a.reviewing progress toward company goals.b.appraising overall
performance.c.developing action plans.d.having a company party to
celebrate.e.none of these.
Scenario - Katelynn Kareem
Managers at WXYZ just announced that the new management program
would be focused around MBO concepts. Katelynn Kareem had been a
manager at WXYZ for ten years and she was not certain if this new
MBO approach was going to fit her department. She had strong
commitment to achieving the company's objectives, but she also knew
her employees well enough to know that some didn't share the same
commitment.
What can Katelynn expect to be doing during the final step of
the MBO process? a.Setting goalsb.Reviewing progressc.Appraising
overall performanced.Defining missione.Developing action plans
Scenario - Katelynn Kareem
Managers at WXYZ just announced that the new management program
would be focused around MBO concepts. Katelynn Kareem had been a
manager at WXYZ for ten years and she was not certain if this new
MBO approach was going to fit her department. She had strong
commitment to achieving the company's objectives, but she also knew
her employees well enough to know that some didn't share the same
commitment.
Katelynn can anticipate enjoying the advantages of MBO which
include:a.increased orientation toward goal
achievement.b.performance can improve at all company
levels.c.employees are more motivated.d.increased orientation
toward goal achievement and motivation.e.all of these.
A(n) _____ is a desired future state that the organization
attempts to realize.________________________________________
A(n) _____ is a blueprint for goal achievement and specifies the
necessary resource allocations, schedules, tasks, and other
actions.________________________________________
The act of determining the organization's goals and the means
for achieving them is referred to as
_____.________________________________________
_____ and plans are the responsibilities of middle
managers.________________________________________
Operational plans that focus on specific tasks and processes
that help to meet tactical and strategic goals are developed by
_____ managers and
supervisors.________________________________________
_____ describes the organization's reason for
existence.________________________________________
A(n) _____ is a broadly stated definition of basic business
scope and operations that distinguishes the organization from
others of a similar
type.________________________________________
Broad statements describing where the organization wants to be
in the future are called
_____.________________________________________
_____ define the action steps by which an organization intends
to attain its strategic
goals.________________________________________
Goals that define the outcomes that major departments must
achieve in order for the organization to reach its overall goals
are known as _____
goals.________________________________________
_____ are designed to help execute major strategic plans and to
accomplish a specific part of the company's
strategy.________________________________________
The specific results expected from departments, work groups, and
individuals are the _____
goals.________________________________________
_____ plans are developed at the lower levels of the
organization to specify action steps toward achieving operational
goals and to support tactical
plans.________________________________________
_____ is a method whereby managers and employees define goals
for every department, project, and person and use them to monitor
subsequent performance.________________________________________
Managers believe that they are better oriented toward goal
achievement when _____ is
used.________________________________________
_____ plans are used to provide guidance for work-related tasks
that are performed repeatedly within the
organization.________________________________________
_____ plans are developed to achieve a set of goals that are not
likely to be repeated in the
future.________________________________________
_____ are ongoing plans that are used to provide guidance for
tasks performed repeatedly within the
organization.________________________________________
Plans that define company responses to specific situations, such
as emergencies, setbacks, or unexpected conditions are called _____
plans.________________________________________
A special type of contingency plan that is used when events are
sudden and devastating and require immediate response is called
_____.________________________________________
The crisis management plan should be a(n) _____ that specifies
the actions to be taken, and by whom, if a crisis
occurs.________________________________________
A group of planning specialists assigned to major departments
and divisions to help managers develop their own strategic plans is
called _____.________________________________________
List the five characteristics of effective goals.
List the four major activities that must occur in order for MBO
to succeed.
List four reasons why planning generally positively affects a
companys performance?
What are the two stages of crisis management?
Compare the four levels of goals and plans.
Briefly define the characteristics of an effective goal.
List and define the four major activities that must occur in
order for management by objectives (MBO) to succeed.
In what ways do plans and goals benefit an organization?
List three innovative approaches to planning.
Chapter 7--Managerial Planning and Goal Setting
Key1.TRUE2.TRUE3.FALSE4.TRUE5.TRUE6.FALSE7.TRUE8.FALSE9.FALSE10.FALSE11.TRUE12.FALSE13.TRUE14.FALSE15.FALSE16.TRUE17.TRUE18.FALSE19.TRUE20.TRUE21.TRUE22.TRUE23.TRUE24.TRUE25.FALSE26.TRUEFALSETRUETRUEFALSETRUEFALSEFALSEFALSETRUEFALSETRUETRUEFALSEFALSETRUETRUEFALSEFALSEFALSEFALSETRUETRUEFALSETRUECABDACCBDDEAEABDDACADCACEDBBECDACDCBEBBDCABDDABCCBADABDBBCBEBCCAADCECBBDBBCEAccegoalplanplanningTactical
goalsfront-lineMissionmission statementstrategic goalsStrategic
planstacticalTactical plansoperationalOperationalManagement by
objectivesmanagement by objectivesStandingSingle-useStanding
planscontingencycrisis management planningdetailed, written
plandecentralized planning staffGoals should be (1) specific and
measurable; (2) they should cover key result areas; (3) they should
be challenging but realistic; (4) they should have a defined time
period; and (5) they should be linked to rewards.(1) Set goals, (2)
develop action plans, (3) review progress, and (4) appraise overall
performance.Explicit goals and plans can serve the following
functions: resource allocation, source of motivation and
commitment, guide to action, rationale for decisions, and set a
standard of performancePrevention and PreparationThe highest level
is the mission statement, which defines the organization's basic
business scope and operations and specifies its reasons for
existence. The second level is the level of strategic goals and
plans. Those pertain to the organization as a whole and specify
where the organization wants to be in the future. The third level
is the tactical level, with a focus on outcomes that major
divisions and departments must achieve in order for the
organization to reach its overall goals. The fourth and lowest
level is the operational level, involving specific measurable
results for departments, work groups, and individuals.Effective
goals are precisely defined and allow for measurable performance.
They focus on the key result areas that contribute most to desired
performance. They should be challenging but not unreasonably
difficult. Finally, they should specify the time period that they
cover and they should be tied to valued rewards.The first step is
setting goals. The setting of goals involves employees at all
levels and should incorporate the principles of effective goal
setting. Goals should be jointly determined by manager and
employee, so as to increase the employee's level of commitment. The
second step is developing action plans. These action plans will
specify how the goals are to be achieved. Next, a progress review
is important to make sure that the action plans are working. They
may be formal or informal and the action plan should be changed if
necessary. The last step is to determine if the goals have been
achieved within the specified time period. This appraisal should
factor into the setting of the next period's goals, allowing for
feedback into the setting of the next set of goals.Plans and goals
benefit the organization in several ways. First they provide
legitimacy and a reason for existence. They also provide a source
of motivation and commitment, provide guides for action and
decision making, and they set a standard of performance.Set stretch
goals for excellence, use performance dashboards, and deploy
intelligence teams.