Question 1

Controlling compares ________ to see if goals are being achieved.

Accepted Answer

A) standard performance to ideal performance 
B) actual performance to planned performance 
C) actual performance to competitor performance 
D) planned performance to standard performance 
A) standard performance to ideal performance 
B) actual performance to planned performance 
C) actual performance to competitor performance 
D) planned performance to standard performance

Question 2

In the second step of the control process,actual performance can be considered acceptable as long as the performance doesn't fall ________.

Accepted Answer

A) inside of an acceptable range of variation 
B) short of goals by more than 15 per cent 
C) short of goals by more than 30 per cent 
D) outside of an acceptable range of variation 
A) inside of an acceptable range of variation 
B) short of goals by more than 15 per cent 
C) short of goals by more than 30 per cent 
D) outside of an acceptable range of variation

Question 3

Jessie's whole work section that consists of three work groups was assessed by this method of performance measurement and informally judged to be 'creative,innovative,hard-working and fun-loving'.

Accepted Answer

A) Oral report. 
B) MBWA. 
C) Statistical report. 
D) Written report. 
A) Oral report. 
B) MBWA. 
C) Statistical report. 
D) Written report.

Question 4

Negative feedback is typically more readily accepted than positive feedback.

Accepted Answer

A) True 
 B)False

Question 5

________ is a measure of an organisation's ability to meet its current debt obligations.

Accepted Answer

A) Leverage 
B) Profitability 
C) Liquidity 
D) Return on investment 
A) Leverage 
B) Profitability 
C) Liquidity 
D) Return on investment

Question 6

Employers have the legal right to read personal email of employees if it is sent on a company computer.

Accepted Answer

A) True 
 B)False

Question 7

Controlling provides a critical link back to planning that compares actual outcomes to planned outcomes.

Accepted Answer

A) True 
 B)False

Question 8

Which kind of control takes place while the actual work is carried out?

Accepted Answer

A) Concurrent. 
B) Feedforward. 
C) Reverse. 
D) Feedback. 
A) Concurrent. 
B) Feedforward. 
C) Reverse. 
D) Feedback.

Question 9

Which of the following would constitute basic corrective action for employees whose production has dropped?

Accepted Answer

A) Changing how the work is carried out. 
B) Taking away employee privileges. 
C) Looking for causes of the production drop. 
D) Changing the pay scale. 
A) Changing how the work is carried out. 
B) Taking away employee privileges. 
C) Looking for causes of the production drop. 
D) Changing the pay scale.

Question 10

Define a management information system (MIS).

Accepted Answer

A management information system (MIS)is

Question 11

A manager measuring actual performance is like a teacher ________.

Accepted Answer

A) supervising a test 
B) helping a student study for a test 
C) returning assignment grades back to students 
D) grading a test 
A) supervising a test 
B) helping a student study for a test 
C) returning assignment grades back to students 
D) grading a test

Question 12

An example of revising a standard is a teacher who changes a grading scale because students do poorly on an exam.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following employer practices is NOT legal?

Accepted Answer

A) Monitoring an employee's personal home computer. 
B) Tracking an employee's whereabouts. 
C) Reading employee email. 
D) Monitoring employees' location in the company car. 
A) Monitoring an employee's personal home computer. 
B) Tracking an employee's whereabouts. 
C) Reading employee email. 
D) Monitoring employees' location in the company car.

Question 14

The more a control system helps an organisation ________,the more successful it is judged to be.

Accepted Answer

A) help employees achieve job satisfaction 
B) meet its goals 
C) help employees be productive 
D) expand and profit 
A) help employees achieve job satisfaction 
B) meet its goals 
C) help employees be productive 
D) expand and profit

Question 15

When a company's scorecard is NOT balanced,it usually tends to overemphasise the area that ________.

Accepted Answer

A) contrasts most with its organisational style and philosophy 
B) involves customers 
C) best matches its organisational style and philosophy 
D) has to do with productivity 
A) contrasts most with its organisational style and philosophy 
B) involves customers 
C) best matches its organisational style and philosophy 
D) has to do with productivity

Question 16

Personal observation as a form of control measurement is time consuming.

Accepted Answer

A) True 
 B)False

Question 17

This type of performance measurement format would be most likely to include graphs,tables and computer outputs.

Accepted Answer

A) Statistical report. 
B) Written report. 
C) MBWA. 
D) Oral report. 
A) Statistical report. 
B) Written report. 
C) MBWA. 
D) Oral report.

Question 18

________ is a measure of an organisation's use of debt to finance its assets.

Accepted Answer

A) Liquidity 
B) Leverage 
C) Activity 
D) Profitability 
A) Liquidity 
B) Leverage 
C) Activity 
D) Profitability

Question 19

In a short essay,describe the third step in the control process.

Accepted Answer

The third step in the control process in

Question 20

A balanced scorecard approach creates goals in four key performance areas and assesses ________.

Accepted Answer

A) whether any of the four goals are met 
B) which goals are exceeded 
C) whether most of four goals are met 
D) whether all four goals are met 
A) whether any of the four goals are met 
B) which goals are exceeded 
C) whether most of four goals are met 
D) whether all four goals are met

Controlling compares ________ to see if goals are being achieved.

In the second step of the control process,actual performance can be considered acceptable as long as the performance doesn't fall ________.

Jessie's whole work section that consists of three work groups was assessed by this method of performance measurement and informally judged to be 'creative,innovative,hard-working and fun-loving'.

Negative feedback is typically more readily accepted than positive feedback.

________ is a measure of an organisation's ability to meet its current debt obligations.

Employers have the legal right to read personal email of employees if it is sent on a company computer.

Controlling provides a critical link back to planning that compares actual outcomes to planned outcomes.

Which kind of control takes place while the actual work is carried out?

Which of the following would constitute basic corrective action for employees whose production has dropped?

Define a management information system (MIS).

A manager measuring actual performance is like a teacher ________.

An example of revising a standard is a teacher who changes a grading scale because students do poorly on an exam.

Which of the following employer practices is NOT legal?

The more a control system helps an organisation ________,the more successful it is judged to be.

When a company's scorecard is NOT balanced,it usually tends to overemphasise the area that ________.

Personal observation as a form of control measurement is time consuming.

This type of performance measurement format would be most likely to include graphs,tables and computer outputs.

________ is a measure of an organisation's use of debt to finance its assets.

In a short essay,describe the third step in the control process.

A balanced scorecard approach creates goals in four key performance areas and assesses ________.

Managers and Management

The Managerial Environment

Foundations of Decision Making

Foundations of Planning

Organisational Structure and Design

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behaviour

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Filters

Exam 13: Foundations of Control

Controlling compares ________ to see if goals are being achieved.

In the second step of the control process,actual performance can be considered acceptable as long as the performance doesn't fall ________.

Jessie's whole work section that consists of three work groups was assessed by this method of performance measurement and informally judged to be 'creative,innovative,hard-working and fun-loving'.

Negative feedback is typically more readily accepted than positive feedback.

________ is a measure of an organisation's ability to meet its current debt obligations.

Employers have the legal right to read personal email of employees if it is sent on a company computer.

Controlling provides a critical link back to planning that compares actual outcomes to planned outcomes.

Which kind of control takes place while the actual work is carried out?

Which of the following would constitute basic corrective action for employees whose production has dropped?

Define a management information system (MIS).

A manager measuring actual performance is like a teacher ________.

An example of revising a standard is a teacher who changes a grading scale because students do poorly on an exam.

Which of the following employer practices is NOT legal?

The more a control system helps an organisation ________,the more successful it is judged to be.

When a company's scorecard is NOT balanced,it usually tends to overemphasise the area that ________.

Personal observation as a form of control measurement is time consuming.

This type of performance measurement format would be most likely to include graphs,tables and computer outputs.

________ is a measure of an organisation's use of debt to finance its assets.

In a short essay,describe the third step in the control process.

A balanced scorecard approach creates goals in four key performance areas and assesses ________.

Managers and Management

The Managerial Environment

Foundations of Decision Making

Foundations of Planning

Organisational Structure and Design

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behaviour

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Filters