Deck 10: Managerial Controls
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Deck 10: Managerial Controls
1
How do control systems support delegating?
A)They enable greater task clarity.
B)They motivate employees.
C)They lead to greater managerial authority.
D)They enable effective feedback regarding employee performance.
E)All the above.
A)They enable greater task clarity.
B)They motivate employees.
C)They lead to greater managerial authority.
D)They enable effective feedback regarding employee performance.
E)All the above.
D
2
'Controlling' assures that goals and plans are on target.
True
3
Scenario-based questions: An Effective Control
Barry's, a popular family restaurant, decided they needed to implement a more effective control process.They were losing market share, their prices seemed uncompetitive with other restaurants and employee work standards were unpredictable and inconsistent.They needed some help with developing this process, so they called HyperJob, a management consulting firm, to assist them with this development.
Refer to An Effective Control (Scenario).Barry's management team learned that they need to use the process of ________ to monitor, compare and correct work performance.
A)planning
B)controlling
C)managing
D)leading
E)organising
Barry's, a popular family restaurant, decided they needed to implement a more effective control process.They were losing market share, their prices seemed uncompetitive with other restaurants and employee work standards were unpredictable and inconsistent.They needed some help with developing this process, so they called HyperJob, a management consulting firm, to assist them with this development.
Refer to An Effective Control (Scenario).Barry's management team learned that they need to use the process of ________ to monitor, compare and correct work performance.
A)planning
B)controlling
C)managing
D)leading
E)organising
B
4
'Standards' are created during the ________ process.
A)leading
B)measuring
C)planning
D)controlling
E)organising
A)leading
B)measuring
C)planning
D)controlling
E)organising
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5
'Leadership' is one of the functions of controlling.
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6
Controls provide a critical link back to what organisational function?
A)manufacturing design
B)directing
C)employee selection
D)organisational culture
E)planning
A)manufacturing design
B)directing
C)employee selection
D)organisational culture
E)planning
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7
In the control process, to what factor is actual performance compared in order to properly assess the situation?
A)desired standards
B)competitors' outcomes
C)last month's efforts
D)last year's performance
E)management opinion
A)desired standards
B)competitors' outcomes
C)last month's efforts
D)last year's performance
E)management opinion
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8
Of the following, which is NOT a reason why control systems are important?
A)Controlling activities provide the critical link back to planning.
B)Control mechanisms support employee empowerment.
C)Controls help protect the organisation against threats.
D)Controls guarantee goal attainment.
E)Controls provide a way to compare current status with goals and objectives.
A)Controlling activities provide the critical link back to planning.
B)Control mechanisms support employee empowerment.
C)Controls help protect the organisation against threats.
D)Controls guarantee goal attainment.
E)Controls provide a way to compare current status with goals and objectives.
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9
Managers should be involved in the control function even if things are going as planned.
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10
'Structure' is part of controlling.
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11
In a short essay, discuss the reasons that 'control' is important in the planning process.
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12
Standards are created during the 'organising process'.
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13
What managers should be involved in the control process?
A)all managers
B)upper management
C)systems managers
D)first-line managers
E)middle managers
A)all managers
B)upper management
C)systems managers
D)first-line managers
E)middle managers
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14
Which of the following terms is associated with the definition of 'control'?
A)communication
B)motivation
C)personality
D)high tech
E)monitoring
A)communication
B)motivation
C)personality
D)high tech
E)monitoring
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15
Scenario-based questions: An Effective Control
Barry's, a popular family restaurant, decided they needed to implement a more effective control process.They were losing market share, their prices seemed uncompetitive with other restaurants and employee work standards were unpredictable and inconsistent.They needed some help with developing this process, so they called HyperJob, a management consulting firm, to assist them with this development.
Refer to An Effective Control (Scenario).The HyperJob consultant told Barry's management team that the control process was comprised of ALL BUT which of the following factors?
A)standards
B)comparisons
C)goals
D)action
E)measurements
Barry's, a popular family restaurant, decided they needed to implement a more effective control process.They were losing market share, their prices seemed uncompetitive with other restaurants and employee work standards were unpredictable and inconsistent.They needed some help with developing this process, so they called HyperJob, a management consulting firm, to assist them with this development.
Refer to An Effective Control (Scenario).The HyperJob consultant told Barry's management team that the control process was comprised of ALL BUT which of the following factors?
A)standards
B)comparisons
C)goals
D)action
E)measurements
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16
In reality, management is an ongoing process and controlling activities provide the critical link back to planning.
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17
'Measurements' are part of controlling.
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18
Which of the following activities is part of 'controlling'?
A)defining standards
B)setting objectives
C)developing an effective structure
D)diagnosing individual and group behaviour
E)detailing communication measures
A)defining standards
B)setting objectives
C)developing an effective structure
D)diagnosing individual and group behaviour
E)detailing communication measures
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19
An effective control system will ensure that activities lead to attainment of the organisation's goals.
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20
'Objectives' are set as part of the controlling process.
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21
What source of information used to measure performance provides information that is NOT filtered through others?
A)statistical reports
B)oral reports
C)personal observation
D)standardised tests
E)written reports
A)statistical reports
B)oral reports
C)personal observation
D)standardised tests
E)written reports
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22
The first step in the control process is comparing actual performance against a standard.
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23
In the control process, which step follows 'measuring actual performance'?
A)comparing actual performance against a standard
B)logging actual performance
C)obtaining employee input to performance gaps
D)checking performance measurement for reliability
E)establishing standards
A)comparing actual performance against a standard
B)logging actual performance
C)obtaining employee input to performance gaps
D)checking performance measurement for reliability
E)establishing standards
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24
Revising unrealistically high standards is one method of managerial action in the control process.
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25
The control process is a three-step process that includes unfreezing the system, changing the system and refreezing the system.
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26
Deviations that exceed the range of variation need the manager's attention.
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27
Personal observation is one method for measuring actual performance.
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28
According to the textbook, which of the following is the first step in control?
A)measuring actual performance
B)taking managerial action
C)comparing actual against the standard
D)changing the standard
E)measuring employee satisfaction
A)measuring actual performance
B)taking managerial action
C)comparing actual against the standard
D)changing the standard
E)measuring employee satisfaction
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29
What is the final step in the control process?
A)benchmarking standards with a competitor
B)rewarding/punishing employee performance
C)adjusting measurement standards
D)re-engineering the process
E)taking managerial action
A)benchmarking standards with a competitor
B)rewarding/punishing employee performance
C)adjusting measurement standards
D)re-engineering the process
E)taking managerial action
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30
Of the following, which is NOT a common source of information used by managers to measure performance?
A)standardised tests
B)statistical reports
C)oral reports
D)personal observation
E)written reports
A)standardised tests
B)statistical reports
C)oral reports
D)personal observation
E)written reports
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31
________ is (are)an effective information source for showing relationships, but may ignore subjective factors.
A)Statistical reports
B)Oral reports
C)Management by walking around
D)Written reports
E)Personal observation
A)Statistical reports
B)Oral reports
C)Management by walking around
D)Written reports
E)Personal observation
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32
The control process is essentially a continuous flow between measuring, comparing and managerial action.
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33
Doing nothing is NOT an acceptable managerial action in the control process.
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34
Basic corrective action is correcting an activity at once in order to get performance back on track.
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35
The 'range of variation' is the acceptable parameters of variance between actual performance and the ideal.
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36
All of the following control measures would come from statistical reports EXCEPT ________.
A)percentage of market held
B)average dollar per sale
C)salespersons' ability to put themselves in the customers' shoes
D)number of customer visits per salesperson
E)number of customer impressions per advertising medium
A)percentage of market held
B)average dollar per sale
C)salespersons' ability to put themselves in the customers' shoes
D)number of customer visits per salesperson
E)number of customer impressions per advertising medium
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37
Which of the following is the best way to allow for verbal and non-verbal feedback?
A)statistical reports
B)personal observation
C)oral reports
D)written reports
E)standardised tests
A)statistical reports
B)personal observation
C)oral reports
D)written reports
E)standardised tests
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38
To get first hand, intimate knowledge of actual work activities, managers might use ________.
A)oral reports
B)statistical reports
C)written reports
D)personal observation
E)media reports
A)oral reports
B)statistical reports
C)written reports
D)personal observation
E)media reports
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39
What information source used to measure performance has the disadvantages of being subject to personal bias and consuming a lot of time?
A)written reports
B)standardised tests
C)personal observation
D)statistical reports
E)oral reports
A)written reports
B)standardised tests
C)personal observation
D)statistical reports
E)oral reports
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40
What we measure tends to be more critical to the control process than how we measure.
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41
'Performance' is the end result of an activity.
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42
In the control process, if employees are constantly NOT meeting their sales quotas, what managerial action may be warranted?
A)take immediate corrective action
B)lower the standard
C)fire the employees
D)increase the range of variation
E)retrain the employees, but never lower the standard
A)take immediate corrective action
B)lower the standard
C)fire the employees
D)increase the range of variation
E)retrain the employees, but never lower the standard
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43
In the control process, what type of corrective action asks questions of 'why' and 'how' performance has deviated?
A)basic corrective action
B)planned corrective action
C)cognitive corrective action
D)strategic corrective action
E)immediate corrective action
A)basic corrective action
B)planned corrective action
C)cognitive corrective action
D)strategic corrective action
E)immediate corrective action
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44
In a short essay, list and discuss the three separate and distinct steps in the control process.
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45
If the source of performance variation is unsatisfactory work, according to the textbook, which of the following is NOT considered a corrective action?
A)changing the payment structure
B)reprehending employees
C)disciplinary action
D)keeping the status quo
E)training programs
A)changing the payment structure
B)reprehending employees
C)disciplinary action
D)keeping the status quo
E)training programs
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46
________ is (are)considered slow, are easy to file and reference, and provide greater comprehensiveness and conciseness than oral reports.
A)Statistical reports
B)Written reports
C)Personal observation
D)Word-of-mouth reports
E)Standardised tests
A)Statistical reports
B)Written reports
C)Personal observation
D)Word-of-mouth reports
E)Standardised tests
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47
What type of information source allows for feedback and is fast, but historically has a problem of being unable to document information for later reference?
A)written reports
B)standardised tests
C)statistical reports
D)personal observation
E)oral reports
A)written reports
B)standardised tests
C)statistical reports
D)personal observation
E)oral reports
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48
Which of the following is an accurate statement concerning utilisation of different sources of information for performance measurement?
A)Managers should use as many as three different methods when possible.
B)Statistical reports are the single most effective method.
C)It is not advised to utilise oral reports and personal observation as dual methods.
D)In combination, personal observation and written reports are considered superior to other methods.
E)Managers use a combination of approaches because it increases the probability of getting reliable information.
A)Managers should use as many as three different methods when possible.
B)Statistical reports are the single most effective method.
C)It is not advised to utilise oral reports and personal observation as dual methods.
D)In combination, personal observation and written reports are considered superior to other methods.
E)Managers use a combination of approaches because it increases the probability of getting reliable information.
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49
Scenario-based questions: An Effective Control
Barry's, a popular family restaurant, decided they needed to implement a more effective control process.They were losing market share, their prices seemed uncompetitive with other restaurants and employee work standards were unpredictable and inconsistent.They needed some help with developing this process, so they called HyperJob, a management-consulting firm, to assist them with this development.
Refer to An Effective Control (Scenario).Important to developing a good control process for Barry's was learning about ________, or acceptable parameters of variance between actual performance and the standard.
A)range of variation
B)range of deviation
C)objective tolerance
D)goal tolerance
E)tolerance range
Barry's, a popular family restaurant, decided they needed to implement a more effective control process.They were losing market share, their prices seemed uncompetitive with other restaurants and employee work standards were unpredictable and inconsistent.They needed some help with developing this process, so they called HyperJob, a management-consulting firm, to assist them with this development.
Refer to An Effective Control (Scenario).Important to developing a good control process for Barry's was learning about ________, or acceptable parameters of variance between actual performance and the standard.
A)range of variation
B)range of deviation
C)objective tolerance
D)goal tolerance
E)tolerance range
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50
In a short essay, list the four common sources of information frequently used by managers to measure actual performance, including the advantages and disadvantages of each source of information.
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51
In the control process, if Bega was consistently selling more cheese than was predicted, what type of managerial action would be warranted?
A)decrease the range of variation
B)revise the standard
C)immediate corrective action
D)increase the range of variation
E)basic corrective action
A)decrease the range of variation
B)revise the standard
C)immediate corrective action
D)increase the range of variation
E)basic corrective action
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52
The ________ step determines the degree of variation between actual performance and the standard.
A)directing
B)objective
C)validity
D)reliability
E)comparing
A)directing
B)objective
C)validity
D)reliability
E)comparing
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53
What guides managerial decisions in designing strategies and work activities and in coordinating the work of employees is how well the organisation meets its goals.
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54
In the control process, when a manager cannot find an objective and measurable performance indicator, he/she should ________.
A)use the most appropriate objective indicator
B)use an objective indicator, but measure it several times to ensure reliability
C)use a subjective indicator
D)ignore the control function all together
E)not measure the factor
A)use the most appropriate objective indicator
B)use an objective indicator, but measure it several times to ensure reliability
C)use a subjective indicator
D)ignore the control function all together
E)not measure the factor
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55
Which of the following is NOT an example of what can be measured in the control process?
A)personal observation
B)defects
C)absenteeism
D)employee satisfaction
E)turnover
A)personal observation
B)defects
C)absenteeism
D)employee satisfaction
E)turnover
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56
Regarding the control process, what is measured is ________ than how we measure it.
A)equally important
B)much less important
C)usually more important
D)less important
E)five times more important
A)equally important
B)much less important
C)usually more important
D)less important
E)five times more important
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57
The most frequently used organisational performance measures include liquidity, profitability, leverage and activity ratios.
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58
What is the risk in taking immediate corrective action?
A)It lowers the standards.
B)It does not affect performance.
C)It is time-consuming.
D)It does not pinpoint and correct the causes of variance.
E)It prevents managers from perpetually 'putting out fires'.
A)It lowers the standards.
B)It does not affect performance.
C)It is time-consuming.
D)It does not pinpoint and correct the causes of variance.
E)It prevents managers from perpetually 'putting out fires'.
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59
Scenario-based questions: An Effective Control
Barry's, a popular family restaurant, decided they needed to implement a more effective control process.They were losing market share, their prices seemed uncompetitive with other restaurants and employee work standards were unpredictable and inconsistent.They needed some help with developing this process, so they called HyperJob, a management-consulting firm, to assist them with this development.
Refer to An Effective Control (Scenario).Sometimes Barry's management discovered that they had set goals too high for their employees to reach and had to revise them, otherwise known as ________.
A)changing the goals
B)basic corrective action
C)changing the processes
D)changing the standard
E)immediate corrective action
Barry's, a popular family restaurant, decided they needed to implement a more effective control process.They were losing market share, their prices seemed uncompetitive with other restaurants and employee work standards were unpredictable and inconsistent.They needed some help with developing this process, so they called HyperJob, a management-consulting firm, to assist them with this development.
Refer to An Effective Control (Scenario).Sometimes Barry's management discovered that they had set goals too high for their employees to reach and had to revise them, otherwise known as ________.
A)changing the goals
B)basic corrective action
C)changing the processes
D)changing the standard
E)immediate corrective action
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60
Scenario-based questions: An Effective Control
Barry's, a popular family restaurant, decided they needed to implement a more effective control process.They were losing market share, their prices seemed uncompetitive with other restaurants and employee work standards were unpredictable and inconsistent.They needed some help with developing this process, so they called HyperJob, a management-consulting firm, to assist them with this development.
Refer to An Effective Control (Scenario).Barry's found that they had to make some changes with fundamental processes.Learning about ________ or determining how and why performance has deviated and correcting the source of deviation was an important step.
A)basic corrective action
B)changing the goals
C)immediate corrective action
D)changing the standard
E)changing the processes
Barry's, a popular family restaurant, decided they needed to implement a more effective control process.They were losing market share, their prices seemed uncompetitive with other restaurants and employee work standards were unpredictable and inconsistent.They needed some help with developing this process, so they called HyperJob, a management-consulting firm, to assist them with this development.
Refer to An Effective Control (Scenario).Barry's found that they had to make some changes with fundamental processes.Learning about ________ or determining how and why performance has deviated and correcting the source of deviation was an important step.
A)basic corrective action
B)changing the goals
C)immediate corrective action
D)changing the standard
E)changing the processes
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61
Which of the following is NOT mentioned in the text as an important reason for measuring organisational performance?
A)increased ability to capture customer value
B)better asset management
C)impact on organisational reputation
D)higher debt/equity ratios
E)improved measures of organisational knowledge
A)increased ability to capture customer value
B)better asset management
C)impact on organisational reputation
D)higher debt/equity ratios
E)improved measures of organisational knowledge
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62
________ is a measure of how appropriate organisational goals are and how well an organisation is achieving those goals.
A)Situational effectiveness
B)Organisational effectiveness
C)Competitor analysis
D)Organisational strategy
E)Environmental scanning
A)Situational effectiveness
B)Organisational effectiveness
C)Competitor analysis
D)Organisational strategy
E)Environmental scanning
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63
Which of the following is NOT part of the five-point bottom line?
A)economic prosperity
B)environmental sustainability
C)cultural harmony
D)social responsibility
E)spiritual validity
A)economic prosperity
B)environmental sustainability
C)cultural harmony
D)social responsibility
E)spiritual validity
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64
________ management is the process of acquiring, managing, renewing and disposing of assets as needed.
A)Sales
B)Debt
C)Liability
D)Asset
E)Capital
A)Sales
B)Debt
C)Liability
D)Asset
E)Capital
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65
The most frequently used organisational performance measures include all of the following EXCEPT ________.
A)situational analysis
B)organisational productivity
C)organisational effectiveness
D)industry rankings
E)both A and C
A)situational analysis
B)organisational productivity
C)organisational effectiveness
D)industry rankings
E)both A and C
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66
________ is the overall output of goods or services produced divided by the inputs needed to generate that output.
A)Factoring
B)Forfeiting
C)Correlation
D)Productivity
E)Output index
A)Factoring
B)Forfeiting
C)Correlation
D)Productivity
E)Output index
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67
Scenario-based questions: The Industry Leader
Frank, the new Managing Director for Cooper-Smith Real Estate, is working hard to turn around the formerly successful real estate business.His goal is to once again make Cooper-Smith a leader in the industry.Frank is currently at a meeting with senior staff and is informing them about measuring the company's performance.
Refer to The Industry Leader (Scenario).Beth, a senior staff member at the meeting, asked if there was any sort of correlation between an organisation's financial performance and its reputation.Frank replied that there is ________ correlation between the financial performance of an organisation and its reputation.
A)a weak
B)a strong negative
C)no
D)a strong positive
E)no relative
Frank, the new Managing Director for Cooper-Smith Real Estate, is working hard to turn around the formerly successful real estate business.His goal is to once again make Cooper-Smith a leader in the industry.Frank is currently at a meeting with senior staff and is informing them about measuring the company's performance.
Refer to The Industry Leader (Scenario).Beth, a senior staff member at the meeting, asked if there was any sort of correlation between an organisation's financial performance and its reputation.Frank replied that there is ________ correlation between the financial performance of an organisation and its reputation.
A)a weak
B)a strong negative
C)no
D)a strong positive
E)no relative
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68
The Fortune 500 companies are determined by ________.
A)answers of randomly selected employees
B)biggest listed enterprises
C)financial results
D)fastest-growing small and medium-size businesses
E)top 15 franchise companies based on an annual survey of franchisees
A)answers of randomly selected employees
B)biggest listed enterprises
C)financial results
D)fastest-growing small and medium-size businesses
E)top 15 franchise companies based on an annual survey of franchisees
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Unlock for access to all 144 flashcards in this deck.
Unlock Deck
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69
Which of the following statements is NOT correct about organisational performance?
A)It compares actual performance to standards.
B)It guides managerial decisions in designing strategies.
C)It measures the appropriateness of organisational goals.
D)It measures how well the organisation is achieving its goals.
E)It is the bottom line for managers.
A)It compares actual performance to standards.
B)It guides managerial decisions in designing strategies.
C)It measures the appropriateness of organisational goals.
D)It measures how well the organisation is achieving its goals.
E)It is the bottom line for managers.
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Unlock for access to all 144 flashcards in this deck.
Unlock Deck
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70
Managers measure and control organisation performance because it leads to ________.
A)better asset management
B)improved organisation knowledge
C)better customer value
D)both A and B
E)A, B and C
A)better asset management
B)improved organisation knowledge
C)better customer value
D)both A and B
E)A, B and C
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Unlock for access to all 144 flashcards in this deck.
Unlock Deck
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71
Scenario-based questions: The Industry Leader
Frank, the new Managing Director for Cooper-Smith Real Estate, is working hard to turn around the formerly successful real estate business.His goal is to once again make Cooper-Smith a leader in the industry.Frank is currently at a meeting with senior staff and is informing them about measuring the company's performance.
Refer to The Industry Leader (Scenario).In order to clarify the importance of measuring organisational performance, Frank stated that ________ management is the process of acquiring, managing, renewing and disposing of assets as needed.
A)liability
B)capital
C)asset
D)sales
E)debt
Frank, the new Managing Director for Cooper-Smith Real Estate, is working hard to turn around the formerly successful real estate business.His goal is to once again make Cooper-Smith a leader in the industry.Frank is currently at a meeting with senior staff and is informing them about measuring the company's performance.
Refer to The Industry Leader (Scenario).In order to clarify the importance of measuring organisational performance, Frank stated that ________ management is the process of acquiring, managing, renewing and disposing of assets as needed.
A)liability
B)capital
C)asset
D)sales
E)debt
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Unlock for access to all 144 flashcards in this deck.
Unlock Deck
k this deck
72
The accumulated end results of all the organisation's work activities are called ________.
A)organisational performance
B)organisational planning
C)environmental scanning
D)goal attainment
E)scenario planning
A)organisational performance
B)organisational planning
C)environmental scanning
D)goal attainment
E)scenario planning
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Unlock for access to all 144 flashcards in this deck.
Unlock Deck
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73
In order to increase the ratio of outputs to inputs, a manager would have to ________.
A)decrease the selling price
B)increase productivity
C)review the organisations goals
D)increase the cost of the input
E)hire additional employees
A)decrease the selling price
B)increase productivity
C)review the organisations goals
D)increase the cost of the input
E)hire additional employees
Unlock Deck
Unlock for access to all 144 flashcards in this deck.
Unlock Deck
k this deck
74
Scenario-based questions: The Industry Leader
Frank, the new Managing Director for Cooper-Smith Real Estate, is working hard to turn around the formerly successful real estate business.His goal is to once again make Cooper-Smith a leader in the industry.Frank is currently at a meeting with senior staff and is informing them about measuring the company's performance.
Refer to The Industry Leader (Scenario).Before he begins his discussion, Frank defines ________ as the accumulated end results of all the organisation's work processes and activities.
A)environmental scanning
B)scenario planning
C)organisational performance
D)organisational planning
E)demographic planning
Frank, the new Managing Director for Cooper-Smith Real Estate, is working hard to turn around the formerly successful real estate business.His goal is to once again make Cooper-Smith a leader in the industry.Frank is currently at a meeting with senior staff and is informing them about measuring the company's performance.
Refer to The Industry Leader (Scenario).Before he begins his discussion, Frank defines ________ as the accumulated end results of all the organisation's work processes and activities.
A)environmental scanning
B)scenario planning
C)organisational performance
D)organisational planning
E)demographic planning
Unlock Deck
Unlock for access to all 144 flashcards in this deck.
Unlock Deck
k this deck
75
Scenario-based questions: The Industry Leader
Frank, the new Managing Director for Cooper-Smith Real Estate, is working hard to turn around the formerly successful real estate business.His goal is to once again make Cooper-Smith a leader in the industry.Frank is currently at a meeting with senior staff and is informing them about measuring the company's performance.
Refer to The Industry Leader (Scenario).Bob, one of the senior managers, was confused as to why measuring organisational performance was important, as sales were increasing.Frank replied that it is important to measure and control organisational performance because it leads to all of the following EXCEPT ________.
A)a higher debt/equity ratio
B)improved measures of organisational knowledge
C)a positive impact on organisational reputation
D)better asset management
E)increased ability to capture customer value
Frank, the new Managing Director for Cooper-Smith Real Estate, is working hard to turn around the formerly successful real estate business.His goal is to once again make Cooper-Smith a leader in the industry.Frank is currently at a meeting with senior staff and is informing them about measuring the company's performance.
Refer to The Industry Leader (Scenario).Bob, one of the senior managers, was confused as to why measuring organisational performance was important, as sales were increasing.Frank replied that it is important to measure and control organisational performance because it leads to all of the following EXCEPT ________.
A)a higher debt/equity ratio
B)improved measures of organisational knowledge
C)a positive impact on organisational reputation
D)better asset management
E)increased ability to capture customer value
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Unlock for access to all 144 flashcards in this deck.
Unlock Deck
k this deck
76
________ is a measure of how appropriate organisational goals are and how well an organisation is achieving those goals.
A)Operational analysis
B)Competitor analysis
C)Environmental scanning
D)Organisational effectiveness
E)Situational effectiveness
A)Operational analysis
B)Competitor analysis
C)Environmental scanning
D)Organisational effectiveness
E)Situational effectiveness
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Unlock for access to all 144 flashcards in this deck.
Unlock Deck
k this deck
77
The Australian Business Review Weekly: BRW 1000 Top Performing organisations are determined by ________.
A)customer service
B)employee satisfaction
C)biggest listed by revenue
D)product quality
E)fastest growing by revenue growth
A)customer service
B)employee satisfaction
C)biggest listed by revenue
D)product quality
E)fastest growing by revenue growth
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Unlock for access to all 144 flashcards in this deck.
Unlock Deck
k this deck
78
________ is measured by the sales revenue an organisation receives when goods or services are sold.
A)Input
B)Output
C)Surplus
D)Quality
E)Effectiveness
A)Input
B)Output
C)Surplus
D)Quality
E)Effectiveness
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Unlock for access to all 144 flashcards in this deck.
Unlock Deck
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79
The easiest way to increase the ratio of outputs to inputs would be to ________.
A)decrease the selling price of outputs
B)increase the selling price of outputs
C)decrease the amount of inputs
D)increase the cost of the input
E)hire additional employees
A)decrease the selling price of outputs
B)increase the selling price of outputs
C)decrease the amount of inputs
D)increase the cost of the input
E)hire additional employees
Unlock Deck
Unlock for access to all 144 flashcards in this deck.
Unlock Deck
k this deck
80
________ is measured by the costs of acquiring and transforming the organisational resources into the outputs.
A)Input
B)Variable costs
C)Quality
D)Effectiveness
E)Efficiency
A)Input
B)Variable costs
C)Quality
D)Effectiveness
E)Efficiency
Unlock Deck
Unlock for access to all 144 flashcards in this deck.
Unlock Deck
k this deck