Question 1

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

Accepted Answer

A) True 
 B)False

Question 2

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.

Accepted Answer

A) True 
 B)False

Question 3

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

Accepted Answer

A) True 
 B)False

Question 4

Which of the following is not a characteristic of a successful control system?

Accepted Answer

A)  strategic and results-oriented 
B)  timely, accurate, and objective 
C)  realistic, positive, and understandable 
D)  encourages self-control 
E)  inflexible to optimize control 
A)  strategic and results-oriented 
B)  timely, accurate, and objective 
C)  realistic, positive, and understandable 
D)  encourages self-control 
E)  inflexible to optimize control

Question 5

What are the keys to a successful control system? Think of the parenting techniques your parents or guardians used in raising you. Did they apply these principles? How could they have done so more effectively?

Accepted Answer

Successful control systems are:
• Strate

Question 6

On her first visit to a new doctor's office, Candace noted the fine furniture in the pristine lobby and the crisp white coats that each of the staff wore. Candace was judging the tangibles dimension of the RATER scale.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is not a purpose of a manager?

Accepted Answer

A)  plan 
B)  organize 
C)  get people to achieve productivity and realize results 
D)  control 
E)  increase globalization 
A)  plan 
B)  organize 
C)  get people to achieve productivity and realize results 
D)  control 
E)  increase globalization

Question 8

The control process begins with establishing standards.

Accepted Answer

A) True 
 B)False

Question 9

A formal financial projection is known as an external audit.

Accepted Answer

A) True 
 B)False

Question 10

Techniques for improving quality include all of the following except _____.

Accepted Answer

A)  employee involvement 
B)  outsourcing 
C)  reduced cycle time 
D)  statistical process control 
E)  market share 
A)  employee involvement 
B)  outsourcing 
C)  reduced cycle time 
D)  statistical process control 
E)  market share

Question 11

Which of the following is a step in the control process?

Accepted Answer

A)  Complete a job redesign. 
B)  Evaluate opportunities. 
C)  Compare work units to one another. 
D)  Implement TQM. 
E)  Establish standards. 
A)  Complete a job redesign. 
B)  Evaluate opportunities. 
C)  Compare work units to one another. 
D)  Implement TQM. 
E)  Establish standards.

Question 12

The process of instituting ongoing small, incremental improvements in all parts of an organization is called _____.

Accepted Answer

A)  MBO 
B)  reengineering 
C)  radical innovation 
D)  continuous improvement 
E)  productivity 
A)  MBO 
B)  reengineering 
C)  radical innovation 
D)  continuous improvement 
E)  productivity

Question 13

List the four indicators of the balanced scorecard.

Accepted Answer

To establish standards, managers often u

Question 14

Tactical control is monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.

Accepted Answer

A) True 
 B)False

Question 15

Britta is trying to measure her salon's productivity during the first quarter. For this period, she should divide _______ by the costs of her staff, loans, materials and utility bills.

Accepted Answer

A)  the number of clients 
B)  the average daily receipts 
C)  her budgeted costs 
D)  the total salon services and products sold 
E)  her projected revenue 
A)  the number of clients 
B)  the average daily receipts 
C)  her budgeted costs 
D)  the total salon services and products sold 
E)  her projected revenue

Question 16

TQM assumes that, if given empowerment, employees will focus on quality.

Accepted Answer

A) True 
 B)False

Question 17

Decentralized control is characterized by the use of rules, regulations, and formal authority to guide performance.

Accepted Answer

A) True 
 B)False

Question 18

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

Accepted Answer

A) True 
 B)False

Question 19

Typically, operational control is accomplished through reports issued _____.

Accepted Answer

A)  weekly 
B)  daily 
C)  monthly 
D)  annually 
E)  randomly 
A)  weekly 
B)  daily 
C)  monthly 
D)  annually 
E)  randomly

Question 20

Harbor Casino and Resort requires its casino dealers to have licenses, observes them using closed-circuit TV, and requires detailed reports at the end of each shift. This organization has overcome the control system barrier of _____.

Accepted Answer

A)  too much control 
B)  overemphasis on paperwork 
C)  overemphasis on means instead of ends 
D)  overemphasis on one instead of multiple approaches 
E)  too little participation 
A)  too much control 
B)  overemphasis on paperwork 
C)  overemphasis on means instead of ends 
D)  overemphasis on one instead of multiple approaches 
E)  too little participation

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

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.

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

Which of the following is not a characteristic of a successful control system?

What are the keys to a successful control system? Think of the parenting techniques your parents or guardians used in raising you. Did they apply these principles? How could they have done so more effectively?

On her first visit to a new doctor's office, Candace noted the fine furniture in the pristine lobby and the crisp white coats that each of the staff wore. Candace was judging the tangibles dimension of the RATER scale.

Which of the following is not a purpose of a manager?

The control process begins with establishing standards.

A formal financial projection is known as an external audit.

Techniques for improving quality include all of the following except _____.

Which of the following is a step in the control process?

The process of instituting ongoing small, incremental improvements in all parts of an organization is called _____.

List the four indicators of the balanced scorecard.

Tactical control is monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.

Britta is trying to measure her salon's productivity during the first quarter. For this period, she should divide _______ by the costs of her staff, loans, materials and utility bills.

TQM assumes that, if given empowerment, employees will focus on quality.

Decentralized control is characterized by the use of rules, regulations, and formal authority to guide performance.

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

Typically, operational control is accomplished through reports issued _____.

Harbor Casino and Resort requires its casino dealers to have licenses, observes them using closed-circuit TV, and requires detailed reports at the end of each shift. This organization has overcome the control system barrier of _____.

The Exceptional Manager: What You Do, How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: The Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Filters

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

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

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.

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

Which of the following is not a characteristic of a successful control system?

What are the keys to a successful control system? Think of the parenting techniques your parents or guardians used in raising you. Did they apply these principles? How could they have done so more effectively?

On her first visit to a new doctor's office, Candace noted the fine furniture in the pristine lobby and the crisp white coats that each of the staff wore. Candace was judging the tangibles dimension of the RATER scale.

Which of the following is not a purpose of a manager?

The control process begins with establishing standards.

A formal financial projection is known as an external audit.

Techniques for improving quality include all of the following except _____.

Which of the following is a step in the control process?

The process of instituting ongoing small, incremental improvements in all parts of an organization is called _____.

List the four indicators of the balanced scorecard.

Tactical control is monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.

Britta is trying to measure her salon's productivity during the first quarter. For this period, she should divide _______ by the costs of her staff, loans, materials and utility bills.

TQM assumes that, if given empowerment, employees will focus on quality.

Decentralized control is characterized by the use of rules, regulations, and formal authority to guide performance.

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

Typically, operational control is accomplished through reports issued _____.

Harbor Casino and Resort requires its casino dealers to have licenses, observes them using closed-circuit TV, and requires detailed reports at the end of each shift. This organization has overcome the control system barrier of _____.

The Exceptional Manager: What You Do, How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: The Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Filters