Question 1

Which of the following is not one of the reasons that control is needed in an organization?

Accepted Answer

A) To adapt to change and uncertainty. 
B) To eliminate the need for teamwork. 
C) To detect opportunities. 
D) To deal with complexity. 
E) To decentralize decision making. 
A) To adapt to change and uncertainty. 
B) To eliminate the need for teamwork. 
C) To detect opportunities. 
D) To deal with complexity. 
E) To decentralize decision making. B

Question 2

Employees' knowledge, courtesy, and ability to convey trust and confidence make up which dimension of the RATER scale?

Accepted Answer

A) Reliability 
B) Assurance 
C) Tangibles 
D) Empathy 
E) Responsiveness 
A) Reliability 
B) Assurance 
C) Tangibles 
D) Empathy 
E) Responsiveness B

Question 3

A budget that allocates resources on the basis of a single estimate of costs is called a(n) ______ budget.

Accepted Answer

A) unitary 
B) zero-based 
C) cash 
D) fixed 
E) incremental 
A) unitary 
B) zero-based 
C) cash 
D) fixed 
E) incremental D

Question 4

Productivity equals inputs divided by outputs.

Accepted Answer

A) True 
 B)False

Question 5

Thurmond Paper Mills convened a team to help the organization determine a course of action in the wake of a forest fire that temporarily closed access to its mountain satellite office.This is an example of a

Accepted Answer

A) cross-functional team. 
B) special-purpose team. 
C) JIT team. 
D) self-managed team. 
E) continuous improvement team. 
A) cross-functional team. 
B) special-purpose team. 
C) JIT team. 
D) self-managed team. 
E) continuous improvement team.

Question 6

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

Accepted Answer

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

Question 7

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 8

Controlling is one of the four management functions.

Accepted Answer

A) True 
 B)False

Question 9

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

Accepted Answer

A) Quality should be aimed at the needs of the consumer. 
B) Companies should aim at improving the system. 
C) Improved quality leads to increased market share. 
D) Quality can be improved on the basis of hard data. 
E) Companies should determine which workers are to blame for problems. 
A) Quality should be aimed at the needs of the consumer. 
B) Companies should aim at improving the system. 
C) Improved quality leads to increased market share. 
D) Quality can be improved on the basis of hard data. 
E) Companies should determine which workers are to blame for problems.

Question 10

An equipment control that monitors the use of computers is part of the informational area of organizational control.

Accepted Answer

A) True 
 B)False

Question 11

A variable budget allows the allocation of resources to vary in proportion with various levels of activity.

Accepted Answer

A) True 
 B)False

Question 12

One of the reasons that measurement-managed firms succeed is that their organizational cultures tend to minimize risk taking.

Accepted Answer

A) True 
 B)False

Question 13

Control systems are significantly improved by focusing them on reporting.

Accepted Answer

A) True 
 B)False

Question 14

Strategy maps show the cause-and-effect links between environmental factors and preferred strategy.

Accepted Answer

A) True 
 B)False

Question 15

When performance exceeds the standards set in the control systems, managers should take no action.

Accepted Answer

A) True 
 B)False

Question 16

A balance sheet summarizes an organization's overall financial worth at a specific point in time.

Accepted Answer

A) True 
 B)False

Question 17

______ control is an approach to organizational control that is characterized by informal and organic structural arrangements.

Accepted Answer

A) Decentralized 
B) Functional 
C) Relational 
D) Bureaucratic 
E) Market 
A) Decentralized 
B) Functional 
C) Relational 
D) Bureaucratic 
E) Market

Question 18

Twice daily, factory workers at Teller 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 benchmarking.

Accepted Answer

A) True 
 B)False

Question 19

According to Six Sigma, 99% perfect is the threshold for accepting defects in manufacturing and service-related products.

Accepted Answer

A) True 
 B)False

Question 20

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

Accepted Answer

A) True 
 B)False

Which of the following is not one of the reasons that control is needed in an organization?

Employees' knowledge, courtesy, and ability to convey trust and confidence make up which dimension of the RATER scale?

A budget that allocates resources on the basis of a single estimate of costs is called a(n) ______ budget.

Productivity equals inputs divided by outputs.

Thurmond Paper Mills convened a team to help the organization determine a course of action in the wake of a forest fire that temporarily closed access to its mountain satellite office.This is an example of a

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

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

Controlling is one of the four management functions.

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

An equipment control that monitors the use of computers is part of the informational area of organizational control.

A variable budget allows the allocation of resources to vary in proportion with various levels of activity.

One of the reasons that measurement-managed firms succeed is that their organizational cultures tend to minimize risk taking.

Control systems are significantly improved by focusing them on reporting.

Strategy maps show the cause-and-effect links between environmental factors and preferred strategy.

When performance exceeds the standards set in the control systems, managers should take no action.

A balance sheet summarizes an organization's overall financial worth at a specific point in time.

______ control is an approach to organizational control that is characterized by informal and organic structural arrangements.

Twice daily, factory workers at Teller 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 benchmarking.

According to Six Sigma, 99% perfect is the threshold for accepting defects in manufacturing and service-related products.

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

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 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 not one of the reasons that control is needed in an organization?

Employees' knowledge, courtesy, and ability to convey trust and confidence make up which dimension of the RATER scale?

A budget that allocates resources on the basis of a single estimate of costs is called a(n) ______ budget.

Productivity equals inputs divided by outputs.

Thurmond Paper Mills convened a team to help the organization determine a course of action in the wake of a forest fire that temporarily closed access to its mountain satellite office.This is an example of a

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

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

Controlling is one of the four management functions.

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

An equipment control that monitors the use of computers is part of the informational area of organizational control.

A variable budget allows the allocation of resources to vary in proportion with various levels of activity.

One of the reasons that measurement-managed firms succeed is that their organizational cultures tend to minimize risk taking.

Control systems are significantly improved by focusing them on reporting.

Strategy maps show the cause-and-effect links between environmental factors and preferred strategy.

When performance exceeds the standards set in the control systems, managers should take no action.

A balance sheet summarizes an organization's overall financial worth at a specific point in time.

______ control is an approach to organizational control that is characterized by informal and organic structural arrangements.

Twice daily, factory workers at Teller 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 benchmarking.

According to Six Sigma, 99% perfect is the threshold for accepting defects in manufacturing and service-related products.

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

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 Organizational Communication: Mastering the Exchange of Information

Filters