Question 1

Indicators that measure successful progression toward the organization's goals are referred to as

Accepted Answer

A) key performance indicators. 
B) SMART indicators. 
C) lagging indicators. 
D) dashboard indicators. 
A) key performance indicators. 
B) SMART indicators. 
C) lagging indicators. 
D) dashboard indicators.

Question 2

Which of the following strategies relates to the customer perspective?

Accepted Answer

A) Manage customer relationships and develop reputation for quick turnaround 
B) Retain and grow customer base and develop reputation for quick turnaround 
C) Manage customer relationships and retain and grow customer base 
D) Develop reputation for quick turnaround and manage customer relationships 
A) Manage customer relationships and develop reputation for quick turnaround 
B) Retain and grow customer base and develop reputation for quick turnaround 
C) Manage customer relationships and retain and grow customer base 
D) Develop reputation for quick turnaround and manage customer relationships

Question 3

Which of the following strategies relates to the internal business processes perspective?

Accepted Answer

A) Infuse corporate culture of quality throughout workforce and develop reputation for quick turnaround 
B) Achieve operational excellence and infuse corporate culture of quality throughout workforce 
C) Manage customer relationships and achieve operational excellence 
D) Develop reputation for quick turnaround and manage customer relationships 
A) Infuse corporate culture of quality throughout workforce and develop reputation for quick turnaround 
B) Achieve operational excellence and infuse corporate culture of quality throughout workforce 
C) Manage customer relationships and achieve operational excellence 
D) Develop reputation for quick turnaround and manage customer relationships

Question 4

Which of the following is an example of an internal operating nonfinancial measure?

Accepted Answer

A) Accidents per month 
B) Labor productivity 
C) Market share 
D) Product flexibility 
A) Accidents per month 
B) Labor productivity 
C) Market share 
D) Product flexibility

Question 5

Benchmarking is about trying to achieve another company's metrics.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following is not one of the four balanced scorecard perspectives?

Accepted Answer

A) Customer 
B) Financial 
C) Learning and growing 
D) Performance 
A) Customer 
B) Financial 
C) Learning and growing 
D) Performance

Question 7

The goal of benchmarking is to

Accepted Answer

A) identify those best practices and improve both quality and productivity. 
B) help managers understand the interrelationships between various areas of an organization. 
C) make an organization more competitive with other companies within the industry. 
D) use qualitative and quantitative measures to evaluate managers of organizational units. 
A) identify those best practices and improve both quality and productivity. 
B) help managers understand the interrelationships between various areas of an organization. 
C) make an organization more competitive with other companies within the industry. 
D) use qualitative and quantitative measures to evaluate managers of organizational units.

Question 8

To balance the scorecard, organizations should select all of the following except

Accepted Answer

A) leading measures. 
B) dashboard measures. 
C) lagging measures. 
D) qualitative measures. 
A) leading measures. 
B) dashboard measures. 
C) lagging measures. 
D) qualitative measures.

Question 9

Direct materials variances, direct labor variances, return on investment, residual income and EVA are performance measures that are

Accepted Answer

The answer of Direct materials variances, direct labor variances, return...

Question 10

When using the balanced scorecard to monitor performance, the financial perspective answers which of the following questions?

Accepted Answer

A) How do customers see us? 
B) Are we reaching our financial goals? 
C) Are we improving our business processes in order to deliver maximum value to our customers? 
D) Is our market share sufficient? 
A) How do customers see us? 
B) Are we reaching our financial goals? 
C) Are we improving our business processes in order to deliver maximum value to our customers? 
D) Is our market share sufficient?

Question 11

Good Morning Day Care Center is a childcare facility.Good Morning is considering benchmarking with Lights Out, a small successful bed and breakfast inn located on the same block as Good Morning.
Required:
List five processes that Good Morning might have in common with those of a bed and breakfast inn.

Accepted Answer

Answers will vary.
Employee training, ja

Question 12

Margie's Flower Shop is interested in improving her performance in the financial area.This interest came about after Margie had her year-end financial statements prepared and, although she was profitable, her cash flow was inadequate.Margie has discussed her problems with her neighboring store, an auto supply retail store.
Required:
List five financial processes that Margie and the auto supply business have in common.

Accepted Answer

Answer will vary.Several processes are:

Question 13

Which of the following is a measure that relates to the internal business processes perspective?

Accepted Answer

A) Delivery cycle time 
B) Market share 
C) Training hours per employee 
D) Cash flow 
A) Delivery cycle time 
B) Market share 
C) Training hours per employee 
D) Cash flow

Question 14

A balanced scorecard should include five to seven measures in each of four perspectives.
Required:
List six measures that relate to the learning and growth perspective.

Accepted Answer

Answers will vary.Several measures are:

Question 15

According to a Bain & Company survey, approximately what percentage of global business executives use a balanced scorecard to monitor performance?

Accepted Answer

A) 16% 
B) 29% 
C) 38% 
D) 91% 
A) 16% 
B) 29% 
C) 38% 
D) 91%

Question 16

Explain the difference between a leading indicator and a lagging indicator and give one example of each relating to your performance in this class.

Accepted Answer

A lagging indicator is a measure that ca

Question 17

Benchmarking does not require an organization to share its

Accepted Answer

A) processes. 
B) process metrics. 
C) proprietary information. 
D) successful practices. 
A) processes. 
B) process metrics. 
C) proprietary information. 
D) successful practices.

Question 18

Which of the following is not a measure that relates to the financial perspective?

Accepted Answer

A) Net income 
B) Percentage of revenue from new customers 
C) Earnings per share 
D) Revenue growth 
A) Net income 
B) Percentage of revenue from new customers 
C) Earnings per share 
D) Revenue growth

Question 19

When using the balanced scorecard to monitor performance, the financial perspective answers which of the following questions?

Accepted Answer

A) Are we developing employees and providing technologies that facilitate change and improvement? 
B) Are we creating products and hiring employees with skills to create product and deliver them in a timely manner? 
C) How do investors see us? 
D) Are we growing in a manner to be competitive in the industry? 
A) Are we developing employees and providing technologies that facilitate change and improvement? 
B) Are we creating products and hiring employees with skills to create product and deliver them in a timely manner? 
C) How do investors see us? 
D) Are we growing in a manner to be competitive in the industry?

Question 20

Although executives recognize the importance of nonfinancial performance measures, companies are not particularly good at using them.

Accepted Answer

A) True 
 B)False

Indicators that measure successful progression toward the organization's goals are referred to as

Which of the following strategies relates to the customer perspective?

Which of the following strategies relates to the internal business processes perspective?

Which of the following is an example of an internal operating nonfinancial measure?

Benchmarking is about trying to achieve another company's metrics.

Which of the following is not one of the four balanced scorecard perspectives?

The goal of benchmarking is to

To balance the scorecard, organizations should select all of the following except

Direct materials variances, direct labor variances, return on investment, residual income and EVA are performance measures that are

When using the balanced scorecard to monitor performance, the financial perspective answers which of the following questions?

Which of the following is a measure that relates to the internal business processes perspective?

A balanced scorecard should include five to seven measures in each of four perspectives. Required: List six measures that relate to the learning and growth perspective.

According to a Bain & Company survey, approximately what percentage of global business executives use a balanced scorecard to monitor performance?

Explain the difference between a leading indicator and a lagging indicator and give one example of each relating to your performance in this class.

Benchmarking does not require an organization to share its

Which of the following is not a measure that relates to the financial perspective?

When using the balanced scorecard to monitor performance, the financial perspective answers which of the following questions?

Although executives recognize the importance of nonfinancial performance measures, companies are not particularly good at using them.

Accounting As a Tool for Management

Cost Behavior and Cost Estimation

Costvolumeprofit Analysis and Pricing Decisions

Product Costs and Job Order Costing

Planning and Forecasting in a Manufacturing Setting

Performance Evaluation: Variance Analysis

Activity-Based Costing and Activity-Based Management

Using Accounting Information to Make Managerial Decisions

Using Accounting Information to Make Managerial Decisions

Capital Budgeting

Performance Evaluation Revisited: a Balanced Approach

Financial Statement Analysis

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Exam 11: Decentralization and Performance Evaluation

Indicators that measure successful progression toward the organization's goals are referred to as

Which of the following strategies relates to the customer perspective?

Which of the following strategies relates to the internal business processes perspective?

Which of the following is an example of an internal operating nonfinancial measure?

Benchmarking is about trying to achieve another company's metrics.

Which of the following is not one of the four balanced scorecard perspectives?

The goal of benchmarking is to

To balance the scorecard, organizations should select all of the following except

Direct materials variances, direct labor variances, return on investment, residual income and EVA are performance measures that are

When using the balanced scorecard to monitor performance, the financial perspective answers which of the following questions?

Which of the following is a measure that relates to the internal business processes perspective?

A balanced scorecard should include five to seven measures in each of four perspectives. Required: List six measures that relate to the learning and growth perspective.

According to a Bain & Company survey, approximately what percentage of global business executives use a balanced scorecard to monitor performance?

Explain the difference between a leading indicator and a lagging indicator and give one example of each relating to your performance in this class.

Benchmarking does not require an organization to share its

Which of the following is not a measure that relates to the financial perspective?

When using the balanced scorecard to monitor performance, the financial perspective answers which of the following questions?

Although executives recognize the importance of nonfinancial performance measures, companies are not particularly good at using them.

Accounting As a Tool for Management

Cost Behavior and Cost Estimation

Costvolumeprofit Analysis and Pricing Decisions

Product Costs and Job Order Costing

Planning and Forecasting in a Manufacturing Setting

Performance Evaluation: Variance Analysis

Activity-Based Costing and Activity-Based Management

Using Accounting Information to Make Managerial Decisions

Using Accounting Information to Make Managerial Decisions

Capital Budgeting

Performance Evaluation Revisited: a Balanced Approach

Financial Statement Analysis

Filters