Question 1

Direct observation of workers is always impractical for the supervisor.

Accepted Answer

A) True 
 B)False

Question 2

When performance deviates from standard, the supervisor should investigate to try to determine what caused the deviation, before taking corrective action.

Accepted Answer

A) True 
 B)False

Question 3

When actual performance and standards differ, what would be the appropriate corrective action?

Accepted Answer

A)  Change the standard. 
B)  Improve performance. 
C)  Change the way performance is measured. 
D)  Any of the above could be appropriate. 
A)  Change the standard. 
B)  Improve performance. 
C)  Change the way performance is measured. 
D)  Any of the above could be appropriate.

Question 4

The process of assuring that organizational objectives are achieved is known as planning.

Accepted Answer

A) True 
 B)False

Question 5

Performance should never be measured simply by observation; some written report should always be used.

Accepted Answer

A) True 
 B)False

Question 6

The performance measurement point located sufficiently early in an activity to allow any corrective actions to be taken to accomplish the objective is known as:

Accepted Answer

A)  The standard. 
B)  Management by exception. 
C)  The strategic control point. 
D)  Management by objectives. 
A)  The standard. 
B)  Management by exception. 
C)  The strategic control point. 
D)  Management by objectives.

Question 7

Feedforward controls are preventive controls that try and anticipate problems before they occur.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following is NOT one of the three types of control systems?

Accepted Answer

A)  Concurrent. 
B)  Feedforward. 
C)  Conclusive. 
D)  Feedback. 
A)  Concurrent. 
B)  Feedforward. 
C)  Conclusive. 
D)  Feedback.

Question 9

____ are controls that measure activities that are already complete.

Accepted Answer

A)  Feedforward controls. 
B)  Concurrent controls. 
C)  Positive controls. 
D)  Feedback controls. 
A)  Feedforward controls. 
B)  Concurrent controls. 
C)  Positive controls. 
D)  Feedback controls.

Question 10

Monetary standards would include all of the following EXCEPT:

Accepted Answer

A)  Labor costs. 
B)  Deadlines. 
C)  Profit margins. 
D)  Maintenance costs. 
A)  Labor costs. 
B)  Deadlines. 
C)  Profit margins. 
D)  Maintenance costs.

Question 11

In terms of performance, supervisors must decide both how and how often to measure performance.

Accepted Answer

A) True 
 B)False

Question 12

As a result of the information revolution:

Accepted Answer

A)  Decision making has been shifted downward to lower levels of management. 
B)  Control has been shifted upward to higher levels of management. 
C)  Power has been shifted upward to higher levels of management. 
D)  All of the above. 
A)  Decision making has been shifted downward to lower levels of management. 
B)  Control has been shifted upward to higher levels of management. 
C)  Power has been shifted upward to higher levels of management. 
D)  All of the above.

Question 13

Identify the three basic phases of control.

Accepted Answer

Control entails three phases: (1) Antici

Direct observation of workers is always impractical for the supervisor.

When performance deviates from standard, the supervisor should investigate to try to determine what caused the deviation, before taking corrective action.

When actual performance and standards differ, what would be the appropriate corrective action?

The process of assuring that organizational objectives are achieved is known as planning.

Performance should never be measured simply by observation; some written report should always be used.

The performance measurement point located sufficiently early in an activity to allow any corrective actions to be taken to accomplish the objective is known as:

Feedforward controls are preventive controls that try and anticipate problems before they occur.

Which of the following is NOT one of the three types of control systems?

____ are controls that measure activities that are already complete.

Monetary standards would include all of the following EXCEPT:

In terms of performance, supervisors must decide both how and how often to measure performance.

As a result of the information revolution:

Identify the three basic phases of control.

Supervisory Management Roles and Challenges

Fundamentals of Planning

Decision Making, Problem Solving, and Ethics

Fundamentals of Organizing

Delegating Authority and Empowering Employees

Communication

Motivation

Leadership

Group Development and Team Building

Meetings and Facilitation Skills

Coaching for Higher Performance

Managing Conflict, Stress, and Time

Controlling Productivity, Quality and Safety

Selecting, Appraising and Disciplining Employees

The Supervisor, Labor Relations, and Legal Issues

Filters

Exam 13: Exercising Control

Direct observation of workers is always impractical for the supervisor.

When performance deviates from standard, the supervisor should investigate to try to determine what caused the deviation, before taking corrective action.

When actual performance and standards differ, what would be the appropriate corrective action?

The process of assuring that organizational objectives are achieved is known as planning.

Performance should never be measured simply by observation; some written report should always be used.

The performance measurement point located sufficiently early in an activity to allow any corrective actions to be taken to accomplish the objective is known as:

Feedforward controls are preventive controls that try and anticipate problems before they occur.

Which of the following is NOT one of the three types of control systems?

____ are controls that measure activities that are already complete.

Monetary standards would include all of the following EXCEPT:

In terms of performance, supervisors must decide both how and how often to measure performance.

As a result of the information revolution:

Identify the three basic phases of control.

Supervisory Management Roles and Challenges

Fundamentals of Planning

Decision Making, Problem Solving, and Ethics

Fundamentals of Organizing

Delegating Authority and Empowering Employees

Communication

Motivation

Leadership

Group Development and Team Building

Meetings and Facilitation Skills

Coaching for Higher Performance

Managing Conflict, Stress, and Time

Controlling Productivity, Quality and Safety

Selecting, Appraising and Disciplining Employees

The Supervisor, Labor Relations, and Legal Issues

Filters