1-15 Devil's advocacySelect one:O a. includes downplaying the problems that could result from implementing a particular plan.b. hides the possible perils of a recommended course of action.c. involves generating a plan and a counter-plan that reflects plausible conflicting courses of action.d. involves generating a plan, and a critical analysis of that plan.e. is an example of ivory tower planning.

Devil's advocacy dynamic procedure is the place where an individual is permitted to turn into a…

Answered: Devil's advocacy Select one: O a.…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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8- Which of the following is FALSE regarding planning? a. Planning leads into action b. Planning makes people to be unsuccessful c. Failing to plan is planning to fail d. Planning keeps the managers focused
15- Why is planning important to the organization?. a. Planning controls the external factors b. Planning ensures the organization to be focused on its vision. c. Planning ensures competitors will not dare to compete in the market. d. Planning enables the organization to avoid paying tax.
General guidelines for making decisions or taking action in response to a particular event are known as? a. procedures b. regulation c. policies d. none of the above In organizations, effective planning typically involves: Select one: a. determining or revising the organization's mission and goals b. formulating strategy c. implementing strategy d. all of the above
Which statement is not true regarding planning? a. All managers continuously make plans b. Plan is always prepared only by the top level managers c. Planning is the primary function of management d. Failing to plan is planning to fail
48. During the current situation of corona, people need savings to meet their emergency needs. This is an example of ____________ a. Strategic planning b. None of the options given c. Operational planning d. Contingency planning 49. The power which involve the ability to either reward or punish persons being influenced, in order to gain compliance is termed as___________. a. Expert and informational power b. Reward and coercive power c. Referent power d. Legitimate power
Planning function will provide the following EXCEPT O a. Planning provides list of programs O b. Planning ensures that the company will not experience natural disasters. O c. Planning guide managers what to do next O d. Planning gives some purpose to managers
Match each of the following six steps of the basic model of Futures Studies with its correct description (6 marks) - A. B. C. D. E. F. Deciding the Focal Issue - A. B. C. D. E. F. Making alternative futures models - A. B. C. D. E. F. Considering Options, making strategies, and plans - A. B. C. D. E. F. Scan for the signals of change, systems, histories, trends - A. B. C. D. E. F. Implementing Roadmap / Plan - A. B. C. D. E. F. Choosing a preferred future A. Scanning B. Acting C. Forecasting D. Framing E. Visioning F. Planning
Which of the following is true concerning the planning-performance relationship? OA. In studies where formal planning didn't lead to higher performance, poor leadership was the culprit. OB. Generally speaking, formal planning is associated with positive financial results. OC. The external environment seldom impacts the effectiveness of planning. D. The amount of planning that is done is highly positively correlated with high performance. OE. Formal planning is seldom associated with higher profits.
Click and drag the term to correspond with its correct definition. Not all terms will be used. Technical skills Plan that translates general goals developed by strategic managers Conceptual skills into more specific objectives and activities. Plan that establishes alternate courses of action if existing plans are disrupted or become ineffective. Top management Plan that establishes organization's major goals and objectives and PMI allocates resources to achieve them. SWOT analysis Knowledge of and proficiency in completing specific tasks. Contingency plan Ability to see the organization as a whole and visualize how it fits into the broader environment. Middle management People within a company who are in charge of departments or groups but below those in charge of the whole company. Tactical plan Decision-making tool for weighing the pros and cons of a decision. Strategic plan The most senior staff of an organization; i.e., Vice President, CEO, Operational plan СОО. Reset
Which of the following is the first step in the planning process? * Analyzing alternatives and making a plan. O Defining the objectives. Implementing the plan and evaluating results. Determining where one stands vis-à- vis objectives.
Identifying a problem and matching it with established routines and procedures for resolving it is a a. tactical decision. b. programmed decision. c. operational decision. d. non-programmed decision. Communication is important to managers and organizations because it Feelings are more likely to be communicated a. verbally. b. in written documents. c. nonverbally. d. electronically. Situations with important consequences for the organization that are poorly defined and unstructured are a. tactical decisions. b. programmed decisions. c. operational decisions. d. non-programmed decisions. Decisions that have long-range perspectives of two to five years and affect the entire organization are a. operational decisions. b. strategic decisions. c. programmed decisions. d. tactical decisions. Crystal is a marketing manager who is deciding how to allocate the financial resources among three different product launches…
1.Which of the following statements is incorrect about risk and risk management? a.Risk can be classified as either an opportunity or a threat. b.A risk management system can only be as good as the people manning it. c.Risk management should be performed by management accountants only. d.The risk management philosophy must be embedded in the company’s structure and culture. 2.Which of the following is not considered as a key to a successful strategic risk management? a.Top management support b.Covering all known risks in the existing risk management activities c.Updating and educating the board and top management d.Leverage existing resources 3.Which of the following is not considered as a limitation of strategic risk management? a.It requires specialized skills and capabilities in strategy and risk management b.It requires working beyond the silos in risk management c.It requires updating and educating the board and top management d. Strategy, risk assessment, and risk management…

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