Question 1

Control systems can help managers anticipate, monitor, and react to environmental changes.

Accepted Answer

A) True 
 B)False

Question 2

Managers can increase overall productivity by

Accepted Answer

A) decreasing efficiency of capital. 
B) increasing energy. 
C) increasing the efficiency of materials. 
D) decreasing the efficiency of labor. 
E) decreasing outputs. 
A) decreasing efficiency of capital. 
B) increasing energy. 
C) increasing the efficiency of materials. 
D) decreasing the efficiency of labor. 
E) decreasing outputs.

Question 3

Controlling is the only management function that affects productivity.

Accepted Answer

A) True 
 B)False

Question 4

The purpose of controlling is to make sure that performance meets objectives.

Accepted Answer

A) True 
 B)False

Question 5

Tactical control is performed mainly by

Accepted Answer

A) middle managers. 
B) top managers. 
C) the CEO. 
D) first-level managers. 
E) team leaders. 
A) middle managers. 
B) top managers. 
C) the CEO. 
D) first-level managers. 
E) team leaders.

Question 6

Before the fall term began, professors at Ridgeview College were required to fill out many forms, ranging from performance objectives to lists of summer contacts with prospective students.Many professors complained that they would rather spend the time getting ready for their courses.This is an example of which barrier to successful control?

Accepted Answer

A) Overemphasis on one instead of multiple approaches. 
B) Overemphasis on paperwork. 
C) Overemphasis on means instead of ends. 
D) Too much control. 
E) Too much flexibility. 
A) Overemphasis on one instead of multiple approaches. 
B) Overemphasis on paperwork. 
C) Overemphasis on means instead of ends. 
D) Too much control. 
E) Too much flexibility.

Question 7

TQM is defined as a comprehensive approach dedicated to continuous

Accepted Answer

A) measurement of quantifiable goals and quick corrections. 
B) quality improvement, training, and customer satisfaction. 
C) product innovation and organizational learning, over fast cycles. 
D) customer input into management strategy and decision making. 
E) focus on components of service success: tangibles, questions, and margins. 
A) measurement of quantifiable goals and quick corrections. 
B) quality improvement, training, and customer satisfaction. 
C) product innovation and organizational learning, over fast cycles. 
D) customer input into management strategy and decision making. 
E) focus on components of service success: tangibles, questions, and margins.

Question 8

Which of the following is not characteristic of an external audit?

Accepted Answer

A) Primarily used when management suspects embezzlement. 
B) Performed by CPAs. 
C) Performed by an independent organization. 
D) Verifies that generally accepted accounting principles have been followed. 
E) Verifies the accuracy and fairness of financial statements. 
A) Primarily used when management suspects embezzlement. 
B) Performed by CPAs. 
C) Performed by an independent organization. 
D) Verifies that generally accepted accounting principles have been followed. 
E) Verifies the accuracy and fairness of financial statements.

Question 9

Monitoring performance to ensure that day-to-day goals are being implemented and taking corrective action as needed is known as ______ control.

Accepted Answer

A) strategic 
B) functional 
C) tactical 
D) operational 
E) managerial 
A) strategic 
B) functional 
C) tactical 
D) operational 
E) managerial

Question 10

Control systems should leave no room for individual judgment.

Accepted Answer

A) True 
 B)False

Question 11

Lean Six Sigma focuses on problem solving and performance improvement.

Accepted Answer

A) True 
 B)False

Question 12

Employees frustrated by too much control in the workplace may turn to sabotage of the control process.

Accepted Answer

A) True 
 B)False

Question 13

TQM has two core principles:

Accepted Answer

A) Employee commitment and customer satisfaction. 
B) Financial health and financial stability. 
C) People orientation and improvement orientation. 
D) Management and leadership. 
E) Radical innovation and continuous improvement. 
A) Employee commitment and customer satisfaction. 
B) Financial health and financial stability. 
C) People orientation and improvement orientation. 
D) Management and leadership. 
E) Radical innovation and continuous improvement.

Question 14

Explain the six areas of organizational control.

Accepted Answer

The six areas of organizational control

Question 15

Eileen manages employees at Maui Tours and Lodging.She has noticed that one of her employees submits via the computer system the same suggestions for continuous improvement multiple times, knowing that performance is evaluated on the number of suggestions only.This problem is typical of ______ control.

Accepted Answer

A) clan 
B) market 
C) decentralized 
D) bureaucratic 
E) functional 
A) clan 
B) market 
C) decentralized 
D) bureaucratic 
E) functional

Question 16

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

Accepted Answer

Control is making something happen the w

Question 17

Current assets, fixed assets, and liabilities are all part of an organization's

Accepted Answer

A) capital expenditures budget. 
B) balance sheet. 
C) income statement. 
D) expense budget. 
E) cash flow statement. 
A) capital expenditures budget. 
B) balance sheet. 
C) income statement. 
D) expense budget. 
E) cash flow statement.

Question 18

Which of the following is an example of an informational resource control?

Accepted Answer

A) A personality test 
B) A delivery-tracking system 
C) A debt-repayment schedule 
D) A leadership survey 
E) A competition analysis 
A) A personality test 
B) A delivery-tracking system 
C) A debt-repayment schedule 
D) A leadership survey 
E) A competition analysis

Question 19

The control process begins with measuring performance.

Accepted Answer

A) True 
 B)False

Question 20

Which balanced scorecard perspectives helps top management's judgment to be better linked to measures of employee actions at lower levels?

Accepted Answer

A) Operational perspective 
B) Financial perspective 
C) Customer perspective 
D) Internal business perspective 
E) Innovation and learning perspective 
A) Operational perspective 
B) Financial perspective 
C) Customer perspective 
D) Internal business perspective 
E) Innovation and learning perspective

Control systems can help managers anticipate, monitor, and react to environmental changes.

Managers can increase overall productivity by

Controlling is the only management function that affects productivity.

The purpose of controlling is to make sure that performance meets objectives.

Tactical control is performed mainly by

TQM is defined as a comprehensive approach dedicated to continuous

Which of the following is not characteristic of an external audit?

Monitoring performance to ensure that day-to-day goals are being implemented and taking corrective action as needed is known as ______ control.

Control systems should leave no room for individual judgment.

Lean Six Sigma focuses on problem solving and performance improvement.

Employees frustrated by too much control in the workplace may turn to sabotage of the control process.

TQM has two core principles:

Explain the six areas of organizational control.

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

Current assets, fixed assets, and liabilities are all part of an organization's

Which of the following is an example of an informational resource control?

The control process begins with measuring performance.

Which balanced scorecard perspectives helps top management's judgment to be better linked to measures of employee actions at lower levels?

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

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

Control systems can help managers anticipate, monitor, and react to environmental changes.

Managers can increase overall productivity by

Controlling is the only management function that affects productivity.

The purpose of controlling is to make sure that performance meets objectives.

Tactical control is performed mainly by

TQM is defined as a comprehensive approach dedicated to continuous

Which of the following is not characteristic of an external audit?

Monitoring performance to ensure that day-to-day goals are being implemented and taking corrective action as needed is known as ______ control.

Control systems should leave no room for individual judgment.

Lean Six Sigma focuses on problem solving and performance improvement.

Employees frustrated by too much control in the workplace may turn to sabotage of the control process.

TQM has two core principles:

Explain the six areas of organizational control.

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

Current assets, fixed assets, and liabilities are all part of an organization's

Which of the following is an example of an informational resource control?

The control process begins with measuring performance.

Which balanced scorecard perspectives helps top management's judgment to be better linked to measures of employee actions at lower levels?

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