Exam 16: Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Control systems cannot help managers anticipate,monitor,and react to environmental changes and uncertainties.

A markdown on certain grocery store items that results in a rush of customer demand for those products is an example of the use of control systems to detect opportunities,such as reducing prices for similar items.

A(n)______ budget projects what an organization will create in goods and services,what financial resources are needed,and what income is expected.

Standards are best measured when they are _____.

When performance exceeds the standards set in the control systems,managers should give rewards.

The three levels of control are strategic,tactical,and corrective.

Some managers use _____,which provides four indicators with which organizations can set goals and measure performance.

Debt management ratios indicate the degree to which an organization can meet its short-term financial obligations.

Undue emphasis on reports can lead even to falsification of data.

TQM assumes that continuous improvement must be an everyday matter and that no improvement is too small.

Controls allow top management to decentralize decision-making at lower levels within the organization.

Supervisors are responsible for operational control.

One way to improve productivity is to offer less flextime.

Traditional financial measures improve customer satisfaction,quality,and employee motivation.

Internal process is one of the four indicators used in the balanced scorecard.

If a manager decreases the efficiency of labor and makes no improvements to the efficiency of capital,an increase in productivity will result.

Recent productivity growth is likely the result of organizations' huge investment in information technology like computers,the Internet,other telecommunications advances,and computer-guided production line improvements.

One characteristic of incremental budgeting is that it _____.

Twice daily,factory workers at Mountain CopperWorks select random samples from the production runs and test them for quality,rejecting runs if too many samples fall outside a standard range of acceptability.These workers are engaged in statistical process control.

A principle of Deming management is that quality should be aimed at meeting the needs and expectations of the ultimate user.