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

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

One of the reasons that measurement-managed firms succeed is due to strong teamwork and cooperation among the management team and more willingness to take risks.

Define a strategy map and describe its purpose.

Control systems should be flexible.

Describe at least three TQM techniques. For each, describe how a company would implement this technique.

Which of the following is part of Deming's PDCA cycle?

Lean Six Sigma focuses on problem solving and performance improvement, or speed with excellence of a well-defined project.

Describe the purpose of the RATER scale and its dimensions.

Productivity equals _____.

Managers can increase overall productivity by increasing the efficiency of all the following except _____.

List at least four of six managerial challenges.

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.

______ is defined as monitoring performance, comparing it with goals, and taking corrective action as needed.

List the steps in the control process.

GlobalSatellite, applying TQM, restructured its service call procedures and eliminated some steps involved so that employees can finish each call faster. This is an example of reduced cycle time.

The point of an audit is to provide a yardstick against which managers can measure performance and make comparisons as with other departments or previous years.

Describe the barriers to the success of control systems. Consider one of your college classes as an example and your instructor as someone who would like to have good control systems in place. Explain if and how the barriers have detracted from performance in the class.

Which of the following is not a principle of Deming management?

Standards can be set for almost anything and be narrow or broad.

Managers should develop control standards when they are developing strategic plans to measure how well the plans are being achieved.