Question 1

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

Question 2

Standards are best measured when they are

Accepted Answer

A) broad. 
B) quantifiable. 
C) narrow. 
D) efficient. 
E) ethical. 
A) broad. 
B) quantifiable. 
C) narrow. 
D) efficient. 
E) ethical.

Question 3

Which of the following areas of control for organizations exerts informal control?

Accepted Answer

A) structural 
B) human resources 
C) informational 
D) competitive 
E) cultural 
A) structural 
B) human resources 
C) informational 
D) competitive 
E) cultural

Question 4

According to Kaplan and Norton,_______ maps are "visual representations of a company's critical objectives and the crucial relationships among them that drive organizational performance."

Accepted Answer

A) strategy 
B) positioning 
C) multidimensional 
D) customer 
E) graphic interface 
A) strategy 
B) positioning 
C) multidimensional 
D) customer 
E) graphic interface

Question 5

Which kind of organization is most likely to try to exert too much control?

Accepted Answer

A) bureaucratic 
B) market 
C) employee-driven 
D) decentralized 
E) matrix 
A) bureaucratic 
B) market 
C) employee-driven 
D) decentralized 
E) matrix

Question 6

TQM is a comprehensive approach dedicated to continuous

Accepted Answer

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

Question 7

Which of the following is a one of the seven challenges a manager must deal with in the 21st century?

Accepted Answer

A) sustainability 
B) ethical standards 
C) economic stagnation 
D) globalization 
E) diversity 
A) sustainability 
B) ethical standards 
C) economic stagnation 
D) globalization 
E) diversity

Question 8

TQM's two core principles are

Accepted Answer

A) employee commitment and customer satisfaction. 
B) financial health and financial stability. 
C) management and leadership. 
D) people orientation and improvement orientation. 
E) radical innovation and continuous improvement. 
A) employee commitment and customer satisfaction. 
B) financial health and financial stability. 
C) management and leadership. 
D) people orientation and improvement orientation. 
E) radical innovation and continuous improvement.

Question 9

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.

Question 10

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 11

An income statement summarizes an organization's financial results over a specified period of time,such as a quarter or a year.

Accepted Answer

A) True 
 B)False

Question 12

Unlike the ISO 9000 series,the ISO 14000 series identifies standards for environmental performance.

Accepted Answer

A) True 
 B)False

Question 13

The control process begins with establishing standards.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is one of the reasons that control is needed in an organization?

Accepted Answer

A) to adapt to change and uncertainty 
B) to detect opportunities 
C) to eliminate the need for teamwork 
D) to provide performance feedback 
E) to decentralize decision making 
A) to adapt to change and uncertainty 
B) to detect opportunities 
C) to eliminate the need for teamwork 
D) to provide performance feedback 
E) to decentralize decision making

Question 15

Define these terms: financial statement,balance sheet,income statement,and audit.Explain the use of each.
Financial statement: a summary of some aspect of an organization's financial status.The information contained in financial statements is essential in helping managers maintain financial control over the organization.
Balance sheet: a summary of an organization's overall financial worth (assets and liabilities)at a specific point in time.This document helps managers understand how much their business is worth.
Income statement: a summary of an organization's financial results (revenues and expenses)over a specified period of time.This document helps managers determine the profit or loss over the specific period of time.

Accepted Answer

Audits:formal verifications of an organi

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

Standards are best measured when they are

Which of the following areas of control for organizations exerts informal control?

According to Kaplan and Norton,_______ maps are "visual representations of a company's critical objectives and the crucial relationships among them that drive organizational performance."

Which kind of organization is most likely to try to exert too much control?

TQM is a comprehensive approach dedicated to continuous

Which of the following is a one of the seven challenges a manager must deal with in the 21st century?

TQM's two core principles are

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

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

An income statement summarizes an organization's financial results over a specified period of time,such as a quarter or a year.

Unlike the ISO 9000 series,the ISO 14000 series identifies standards for environmental performance.

The control process begins with establishing standards.

Which of the following is one of the reasons that control is needed in an organization?

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

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

Standards are best measured when they are

Which of the following areas of control for organizations exerts informal control?

According to Kaplan and Norton,_______ maps are "visual representations of a company's critical objectives and the crucial relationships among them that drive organizational performance."

Which kind of organization is most likely to try to exert too much control?

TQM is a comprehensive approach dedicated to continuous

Which of the following is a one of the seven challenges a manager must deal with in the 21st century?

TQM's two core principles are

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

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

An income statement summarizes an organization's financial results over a specified period of time,such as a quarter or a year.

Unlike the ISO 9000 series,the ISO 14000 series identifies standards for environmental performance.

The control process begins with establishing standards.

Which of the following is one of the reasons that control is needed in an organization?

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