Reference no: EM13101006

23. While assessing the practicality of alternatives, managers must decide whether they have the capabilities and resources required to implement the alternative, and they must be sure that the alternative will not threaten the attainment of other organizational goals.

A good plan specifies not only which goals and strategies an organization is committed to but is also accountable for putting the strategies into action to attain the goals.

Strategy formulation begins with managers systematically analyzing the factors inside an organization and outside in the global environment that affect the organization's ability to meet its goals now and in the future.

Individuals who believe that they are responsible for what happens to them and that their own actions determine important outcomes are said to have an external locus of control.

A business plan that is updated every year depending on the changes in an organization and in the external environment that have taken place in the previous year is known as a standing plan.

Managers can be reactive or proactive in recognizing the need for a decision.

Adrian, a manager of the research and development team of an organization, challenges his subordinates to "think outside the box" to improve the way the unit does its work. Adrian is focusing on:

When PepsiCo purchased Frito-Lay and expanded its operations into the snack-food business, which of the following strategies did is pursue?

The main reason for the loss of productivity in brainstorming is:

Which of the following is the least complex global operation?

The pattern of faulty and biased decision making that occurs in groups whose members strive for argument at the expense of good decision making is called:

When managers cannot assign probabilities of future occurrence to possible alternatives to a decision, this is known as:

A sales manager talks with his subordinates about the way they should all treat customers. The sales manager is focusing on the _____ aspect of creating a learning organization.

Jespher, Inc., allows Hertonz, a foreign organization, to take charge of both manufacturing and distributing one or more of its products in Thailand in return for a negotiated fee. This is an example of which mode of international expansion?

While conducting a SWOT analysis, "slower market growth" would be categorized under which of the following?

Which of the following plans of an organization contains top management's decisions about the organization's mission, goals, strategy, and structure?

PepsiCo purchased KFC so that it could replace Coke products with Pepsi products in KFC restaurants. This is an example of which of the following strategies?

When Electrix Ltd. sells its TVs and VCRs using the same basic marketing approach in various countries, it is pursuing which of the following strategies?

Firestone Tire and Rubber Company set up a chain of Firestone retail stores to sell its tires to American consumers. This is an example of:

Which of the following organizational strategies states the methods that a division or organization will use to compete against its rivals in the industry?

When managers decide that they have the capabilities and resources required to implement an alternative, and they are sure that the alternative will not threaten the attainment of other organizational goals, they are focusing on which of the following criteria of alternative courses of action?

The purchasing manager for Telsa Motor Co. decides to call three suppliers of automobile windshields to ask for a bid on an order for 1,000 windshields for a new Ford car, instead of calling a hundred possible windshield suppliers for such a bid. What type of decision does this represent for the purchasing manager?

Managers can increase their ability to make nonprogrammed decisions that will allow them to adapt to, modify, and even drastically alter their task environments so that they can continually increase organizational performance through organizational: