Question 1

What common source of information for measuring performance has the disadvantage of being provided with filtered information that can't be documented?

Accepted Answer

A)  oral reports 
B)  written reports 
C)  personal observations 
D)  statistical reports 
A)  oral reports 
B)  written reports 
C)  personal observations 
D)  statistical reports

Question 2

The accumulated end results of all the organization's work activities are called ________.

Accepted Answer

A)  scenario planning 
B)  environmental scanning 
C)  organizational planning 
D)  organizational performance 
A)  scenario planning 
B)  environmental scanning 
C)  organizational planning 
D)  organizational performance

Question 3

What common source of information for measuring performance has the disadvantages of being subject to personal biases, time consuming, and obtrusive?

Accepted Answer

A)  oral reports 
B)  statistical reports 
C)  written reports 
D)  personal observations 
A)  oral reports 
B)  statistical reports 
C)  written reports 
D)  personal observations

Question 4

In the third and final step in the control process, managers can choose between ________ possible courses of action in taking managerial action.

Accepted Answer

A)  five 
B)  two 
C)  three 
D)  four 
A)  five 
B)  two 
C)  three 
D)  four

Question 5

The balanced scorecard is an approach that looks at four areas in the organization, financial, customer, internal processes, and ________ that contribute to a company's performance.

Accepted Answer

A)  debt 
B)  shareholder value 
C)  people/innovation/growth assets 
D)  managerial decision making 
A)  debt 
B)  shareholder value 
C)  people/innovation/growth assets 
D)  managerial decision making

Question 6

Control is the process of monitoring, comparing, and correcting work performance.

Accepted Answer

A) True 
 B)False

Question 7

Financial Ratios (Scenario)
Jana was in a big hurry. She had just been given the assignment of reporting on the financial health of her company to the new divisional vice president. Dania, the new vice president, had asked Jana to work up several calculations to help her gain an understanding of the company's financial shape. Jana was working hard and had a big order to fill, one that could make or break her reputation with Dania. She quickly pulled out her old financial management textbook and turned to the chapter on financial ratios to help her answer the questions that were asked.
-Dania also asked Jana to give her an idea of the organization's ability to meet the interest payments on its debt. Therefore, Jana looked to the section on ________ ratios.

Accepted Answer

A)  profitability 
B)  leverage 
C)  liquidity 
D)  activity 
A)  profitability 
B)  leverage 
C)  liquidity 
D)  activity

Question 8

When a company like the Savola Group establishes a corporate governance committee, it aims at reinforcing the control role played by the company's ________.

Accepted Answer

A)  top management team 
B)  chief executive officer 
C)  lawyers 
D)  board of directors 
A)  top management team 
B)  chief executive officer 
C)  lawyers 
D)  board of directors

Question 9

Samira asks Majid whether, after the second step has been taken, any further steps are necessary. Majid responds, "________."

Accepted Answer

A)  yes, but only if performance remains unsteady 
B)  no; the control process is a two-step process 
C)  yes; the third step is to take managerial action 
D)  yes; the third step is to compare performance to standards 
A)  yes, but only if performance remains unsteady 
B)  no; the control process is a two-step process 
C)  yes; the third step is to take managerial action 
D)  yes; the third step is to compare performance to standards

Question 10

In a short essay, detail why control is important for managers. In what areas can the value of the control function be seen?

Accepted Answer

Control is important, therefore, because

Question 11

The key to feedforward controls is taking action while the problem is occurring.

Accepted Answer

A) True 
 B)False

Question 12

What is defined as the acceptable parameters of variance between actual performance and the standard?

Accepted Answer

A)  basic corrective action 
B)  range of variation 
C)  productivity 
D)  performance 
A)  basic corrective action 
B)  range of variation 
C)  productivity 
D)  performance

Question 13

When should the manager's course of action be to revise the standard?

Accepted Answer

A)  When the cause of the variation has been identified 
B)  When the variance is acceptable 
C)  When the standard is not acceptable 
D)  When the standard is acceptable 
A)  When the cause of the variation has been identified 
B)  When the variance is acceptable 
C)  When the standard is not acceptable 
D)  When the standard is acceptable

Question 14

Hawkamah, the Corporate Governance Institute, was established to endorse corporate sector reform and good governance.

Accepted Answer

A) True 
 B)False

Question 15

The control process assumes that ________.

Accepted Answer

A)  performance standards must be created 
B)  employees require constant direction from management 
C)  performance standards are already in place 
D)  employee monitoring costs are part and parcel of doing business 
A)  performance standards must be created 
B)  employees require constant direction from management 
C)  performance standards are already in place 
D)  employee monitoring costs are part and parcel of doing business

Question 16

Tarek also informs Yehia and Dana that the term ________ in MIS implies order, arrangement, and purpose.

Accepted Answer

A)  system 
B)  information 
C)  category 
D)  data 
A)  system 
B)  information 
C)  category 
D)  data

Question 17

In a short essay, explain feedforward, concurrent, and feedback controls and provide an example for each one.

Accepted Answer

Feedforward Control is the most desirabl

Question 18

Which of the following is not related to the meaning of management information systems?

Accepted Answer

A)  It provides managerial information on a regular basis. 
B)  It provides data and information. 
C)  The word "system" implies order, arrangement, and purpose. 
D)  To be considered a system, it needs to be on a computer and not manually regulated. 
A)  It provides managerial information on a regular basis. 
B)  It provides data and information. 
C)  The word "system" implies order, arrangement, and purpose. 
D)  To be considered a system, it needs to be on a computer and not manually regulated.

Question 19

Managers can focus on measuring only one performance area because it presents them with the big picture.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following is a performance measurement tool that looks at four areas that contribute to a company's performance?

Accepted Answer

A)  information control 
B)  economic value added 
C)  market value added 
D)  balanced scorecard 
A)  information control 
B)  economic value added 
C)  market value added 
D)  balanced scorecard

What common source of information for measuring performance has the disadvantage of being provided with filtered information that can't be documented?

The accumulated end results of all the organization's work activities are called ________.

What common source of information for measuring performance has the disadvantages of being subject to personal biases, time consuming, and obtrusive?

In the third and final step in the control process, managers can choose between ________ possible courses of action in taking managerial action.

The balanced scorecard is an approach that looks at four areas in the organization, financial, customer, internal processes, and ________ that contribute to a company's performance.

Control is the process of monitoring, comparing, and correcting work performance.

When a company like the Savola Group establishes a corporate governance committee, it aims at reinforcing the control role played by the company's ________.

Samira asks Majid whether, after the second step has been taken, any further steps are necessary. Majid responds, "________."

In a short essay, detail why control is important for managers. In what areas can the value of the control function be seen?

The key to feedforward controls is taking action while the problem is occurring.

What is defined as the acceptable parameters of variance between actual performance and the standard?

When should the manager's course of action be to revise the standard?

Hawkamah, the Corporate Governance Institute, was established to endorse corporate sector reform and good governance.

The control process assumes that ________.

Tarek also informs Yehia and Dana that the term ________ in MIS implies order, arrangement, and purpose.

In a short essay, explain feedforward, concurrent, and feedback controls and provide an example for each one.

Which of the following is not related to the meaning of management information systems?

Managers can focus on measuring only one performance area because it presents them with the big picture.

Which of the following is a performance measurement tool that looks at four areas that contribute to a company's performance?

Introduction to Management and Organisations

Management History

Organisational Culture and Environment

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision-Makers

Foundations of Planning

Strategic Management

Organisational Structure and Design

Managing Human Resources

Managing Teams

Managing Change and Innovation

Understanding Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Managing Operations

Filters

Exam 17: Introduction to Controlling

What common source of information for measuring performance has the disadvantage of being provided with filtered information that can't be documented?

The accumulated end results of all the organization's work activities are called ________.

What common source of information for measuring performance has the disadvantages of being subject to personal biases, time consuming, and obtrusive?

In the third and final step in the control process, managers can choose between ________ possible courses of action in taking managerial action.

The balanced scorecard is an approach that looks at four areas in the organization, financial, customer, internal processes, and ________ that contribute to a company's performance.

Control is the process of monitoring, comparing, and correcting work performance.

When a company like the Savola Group establishes a corporate governance committee, it aims at reinforcing the control role played by the company's ________.

Samira asks Majid whether, after the second step has been taken, any further steps are necessary. Majid responds, "________."

In a short essay, detail why control is important for managers. In what areas can the value of the control function be seen?

The key to feedforward controls is taking action while the problem is occurring.

What is defined as the acceptable parameters of variance between actual performance and the standard?

When should the manager's course of action be to revise the standard?

Hawkamah, the Corporate Governance Institute, was established to endorse corporate sector reform and good governance.

The control process assumes that ________.

Tarek also informs Yehia and Dana that the term ________ in MIS implies order, arrangement, and purpose.

In a short essay, explain feedforward, concurrent, and feedback controls and provide an example for each one.

Which of the following is not related to the meaning of management information systems?

Managers can focus on measuring only one performance area because it presents them with the big picture.

Which of the following is a performance measurement tool that looks at four areas that contribute to a company's performance?

Introduction to Management and Organisations

Management History

Organisational Culture and Environment

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision-Makers

Foundations of Planning

Strategic Management

Organisational Structure and Design

Managing Human Resources

Managing Teams

Managing Change and Innovation

Understanding Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Managing Operations

Filters