Question 1

Which of the following is a frequent barrier to effective measurement?

Accepted Answer

A)  Communication is bureaucratic. 
B)  Top executives create the organization's strategy. 
C)  Employees resist new measurement systems. 
D)  The organizational culture overemphasizes teamwork. 
E)  The organizational culture allows too much risk taking. 
A)  Communication is bureaucratic. 
B)  Top executives create the organization's strategy. 
C)  Employees resist new measurement systems. 
D)  The organizational culture overemphasizes teamwork. 
E)  The organizational culture allows too much risk taking.

Question 2

A sales forecast is an example of an organizational control from the _____ area.

Accepted Answer

A)  informational 
B)  physical 
C)  human resources 
D)  financial 
E)  capital 
A)  informational 
B)  physical 
C)  human resources 
D)  financial 
E)  capital

Question 3

The physical area of organizational control includes buildings, equipment, and tangible products.

Accepted Answer

A) True 
 B)False

Question 4

Only incremental changes in the budget request are reviewed in incremental budgeting.

Accepted Answer

A) True 
 B)False

Question 5

Paying attention to the feedback is important because of its dynamic nature while progressing through the steps in the control process.

Accepted Answer

A) True 
 B)False

Question 6

Define these terms: financial statement, balance sheet, income statement, ratio analysis. Describe four types of financial ratios and explain the use of each.

Accepted Answer

Financial statement: a summary of some a

Question 7

Strategic 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 8

Smith Commercial Development has effective control processes, allowing its managers to discover ______ in bookkeeping right away, before a would-be embezzler could seriously affect its business.

Accepted Answer

A)  irregularities and errors 
B)  a potential merger 
C)  competence 
D)  team problems 
E)  tax breaks 
A)  irregularities and errors 
B)  a potential merger 
C)  competence 
D)  team problems 
E)  tax breaks

Question 9

A control standard, or performance standard (or simply standard), is the desired performance level for a given goal.

Accepted Answer

A) True 
 B)False

Question 10

Kara was required to take a word-processing test as part of her application for an executive assistant position. This control is part of the ______ area.

Accepted Answer

A)  structural 
B)  physical 
C)  financial 
D)  informational 
E)  human resources 
A)  structural 
B)  physical 
C)  financial 
D)  informational 
E)  human resources

Question 11

Explain the four perspectives of the balanced scorecard and how a balanced scorecard is related to a strategy map.

Accepted Answer

A balanced scorecard gives top managers

Question 12

Which of the following is not a common characteristic of successful control systems?

Accepted Answer

A)  strategic and results-oriented 
B)  realistic 
C)  encouragement of self-control 
D)  subjective 
E)  flexible 
A)  strategic and results-oriented 
B)  realistic 
C)  encouragement of self-control 
D)  subjective 
E)  flexible

Question 13

What are the four mechanisms that contribute to the success of measurement-managed companies?

Accepted Answer

Four mechanisms that contribute to the s

Question 14

Explain the six areas of organizational control.

Accepted Answer

The six areas of organizational control

Question 15

A capital expenditures budget anticipates investments in major assets such as land, buildings, and major equipment.

Accepted Answer

A) True 
 B)False

Question 16

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

Accepted Answer

A) True 
 B)False

Question 17

Reduced cycle time means an increase in steps in a work process.

Accepted Answer

A) True 
 B)False

Question 18

One advantage with incremental budgets is that they are flexible in meeting environmental demands.

Accepted Answer

A) True 
 B)False

Question 19

What is control, what is its purpose, and why do organizations need it?

Accepted Answer

Control is making something happen the w

Question 20

List, define and describe the four types of financial controls.

Accepted Answer

Financial controls include (1) budgets,

Which of the following is a frequent barrier to effective measurement?

A sales forecast is an example of an organizational control from the _____ area.

The physical area of organizational control includes buildings, equipment, and tangible products.

Only incremental changes in the budget request are reviewed in incremental budgeting.

Paying attention to the feedback is important because of its dynamic nature while progressing through the steps in the control process.

Define these terms: financial statement, balance sheet, income statement, ratio analysis. Describe four types of financial ratios and explain the use of each.

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

Smith Commercial Development has effective control processes, allowing its managers to discover ______ in bookkeeping right away, before a would-be embezzler could seriously affect its business.

A control standard, or performance standard (or simply standard), is the desired performance level for a given goal.

Kara was required to take a word-processing test as part of her application for an executive assistant position. This control is part of the ______ area.

Explain the four perspectives of the balanced scorecard and how a balanced scorecard is related to a strategy map.

Which of the following is not a common characteristic of successful control systems?

What are the four mechanisms that contribute to the success of measurement-managed companies?

Explain the six areas of organizational control.

A capital expenditures budget anticipates investments in major assets such as land, buildings, and major equipment.

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

Reduced cycle time means an increase in steps in a work process.

One advantage with incremental budgets is that they are flexible in meeting environmental demands.

What is control, what is its purpose, and why do organizations need it?

List, define and describe the four types of financial controls.

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

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

Which of the following is a frequent barrier to effective measurement?

A sales forecast is an example of an organizational control from the _____ area.

The physical area of organizational control includes buildings, equipment, and tangible products.

Only incremental changes in the budget request are reviewed in incremental budgeting.

Paying attention to the feedback is important because of its dynamic nature while progressing through the steps in the control process.

Define these terms: financial statement, balance sheet, income statement, ratio analysis. Describe four types of financial ratios and explain the use of each.

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

Smith Commercial Development has effective control processes, allowing its managers to discover ______ in bookkeeping right away, before a would-be embezzler could seriously affect its business.

A control standard, or performance standard (or simply standard), is the desired performance level for a given goal.

Kara was required to take a word-processing test as part of her application for an executive assistant position. This control is part of the ______ area.

Explain the four perspectives of the balanced scorecard and how a balanced scorecard is related to a strategy map.

Which of the following is not a common characteristic of successful control systems?

What are the four mechanisms that contribute to the success of measurement-managed companies?

Explain the six areas of organizational control.

A capital expenditures budget anticipates investments in major assets such as land, buildings, and major equipment.

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

Reduced cycle time means an increase in steps in a work process.

One advantage with incremental budgets is that they are flexible in meeting environmental demands.

What is control, what is its purpose, and why do organizations need it?

List, define and describe the four types of financial controls.

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