Question 1

In the control process, when a manager cannot find an objective and measurable performance indicator, he/she should ________.

Accepted Answer

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

Question 2

The Fortune 500 companies are determined by ________.

Accepted Answer

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

Question 3

In 2013, figures from Safe Work Australia revealed that the number of accepted workers' compensation claims based on workplace or occupational violence totalled ________ cases over a three-year period.

Accepted Answer

A) over 4500 
B) under 4000 
C) 1000 
D) 2000 
E) 3000 
A) over 4500 
B) under 4000 
C) 1000 
D) 2000 
E) 3000

Question 4

Experts have described dangerously dysfunctional work environments characterised by employee work driven by TNC as a primary contributor to workplace violence.TNC refers to ________.

Accepted Answer

A) Time, Numbers and Crises 
B) Technology, Numeric Catharsis 
C) Time-pressures and Negative Compensation 
D) Time, Neglect and Crises 
E) Time-pressures and Needs Concerns 
A) Time, Numbers and Crises 
B) Technology, Numeric Catharsis 
C) Time-pressures and Negative Compensation 
D) Time, Neglect and Crises 
E) Time-pressures and Needs Concerns

Question 5

The most frequently used organisational performance measures include liquidity, profitability, leverage and activity ratios.

Accepted Answer

A) True 
 B)False

Question 6

Changing the oil and filter in your car every 3000 kilometres is an example of what kind of control?

Accepted Answer

A) feedforward control 
B) definitional control 
C) projected control 
D) concurrent control 
E) feedback control 
A) feedforward control 
B) definitional control 
C) projected control 
D) concurrent control 
E) feedback control

Question 7

'Leadership' is one of the functions of controlling.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following is an accurate statement concerning utilisation of different sources of information for performance measurement?

Accepted Answer

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.

Question 9

Controls provide a critical link back to what organisational function?

Accepted Answer

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

Question 10

Deviations that exceed the range of variation need the manager's attention.

Accepted Answer

A) True 
 B)False

Question 11

To get first hand, intimate knowledge of actual work activities, managers might use ________.

Accepted Answer

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

Question 12

'Concurrent control' takes place after an activity has been completed.

Accepted Answer

A) True 
 B)False

Question 13

If the source of performance variation is unsatisfactory work, according to the textbook, which of the following is NOT considered a corrective action?

Accepted Answer

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

Question 14

'Feedforward control' prevents anticipated problems.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following is NOT mentioned in the textbook as a traditional financial control measure that managers might employ in the monitoring and measuring of organisational performance?

Accepted Answer

A) budget analysis 
B) ratio analysis 
C) ethical analysis 
D) all of the above 
E) none of the above 
A) budget analysis 
B) ratio analysis 
C) ethical analysis 
D) all of the above 
E) none of the above

Question 16

The Australian Business Review Weekly: BRW 1000 Top Performing organisations are determined by ________.

Accepted Answer

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

Question 17

All of the following are mentioned in the textbook as ratios used to monitor and measure organisational performance EXCEPT ________.

Accepted Answer

A) leverage ratios 
B) activity ratios 
C) liquidity ratios 
D) profitability ratios 
E) conformance ratios 
A) leverage ratios 
B) activity ratios 
C) liquidity ratios 
D) profitability ratios 
E) conformance ratios

Question 18

'Standards' are created during the ________ process.

Accepted Answer

A) leading 
B) measuring 
C) planning 
D) controlling 
E) organising 
A) leading 
B) measuring 
C) planning 
D) controlling 
E) organising

Question 19

In a short essay, define and discuss feedforward, concurrent and feedback controls.Include a specific example of each to support your answer.

Accepted Answer

a. Feedforward control - The most desira

Question 20

In order to increase the ratio of outputs to inputs, a manager would have to ________.

Accepted Answer

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

In the control process, when a manager cannot find an objective and measurable performance indicator, he/she should ________.

The Fortune 500 companies are determined by ________.

In 2013, figures from Safe Work Australia revealed that the number of accepted workers' compensation claims based on workplace or occupational violence totalled ________ cases over a three-year period.

Experts have described dangerously dysfunctional work environments characterised by employee work driven by TNC as a primary contributor to workplace violence.TNC refers to ________.

The most frequently used organisational performance measures include liquidity, profitability, leverage and activity ratios.

Changing the oil and filter in your car every 3000 kilometres is an example of what kind of control?

'Leadership' is one of the functions of controlling.

Which of the following is an accurate statement concerning utilisation of different sources of information for performance measurement?

Controls provide a critical link back to what organisational function?

Deviations that exceed the range of variation need the manager's attention.

To get first hand, intimate knowledge of actual work activities, managers might use ________.

'Concurrent control' takes place after an activity has been completed.

If the source of performance variation is unsatisfactory work, according to the textbook, which of the following is NOT considered a corrective action?

'Feedforward control' prevents anticipated problems.

Which of the following is NOT mentioned in the textbook as a traditional financial control measure that managers might employ in the monitoring and measuring of organisational performance?

The Australian Business Review Weekly: BRW 1000 Top Performing organisations are determined by ________.

All of the following are mentioned in the textbook as ratios used to monitor and measure organisational performance EXCEPT ________.

'Standards' are created during the ________ process.

In a short essay, define and discuss feedforward, concurrent and feedback controls.Include a specific example of each to support your answer.

In order to increase the ratio of outputs to inputs, a manager would have to ________.

Managers in the Workplace

Management History

Managing the External Environment and Organisational Culture

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managing Operations

Organisational Structure and Design

Managing Teams

Managing Human Resources

Understanding and Managing Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters

Exam 10: Managerial Controls

In the control process, when a manager cannot find an objective and measurable performance indicator, he/she should ________.

The Fortune 500 companies are determined by ________.

In 2013, figures from Safe Work Australia revealed that the number of accepted workers' compensation claims based on workplace or occupational violence totalled ________ cases over a three-year period.

Experts have described dangerously dysfunctional work environments characterised by employee work driven by TNC as a primary contributor to workplace violence.TNC refers to ________.

The most frequently used organisational performance measures include liquidity, profitability, leverage and activity ratios.

Changing the oil and filter in your car every 3000 kilometres is an example of what kind of control?

'Leadership' is one of the functions of controlling.

Which of the following is an accurate statement concerning utilisation of different sources of information for performance measurement?

Controls provide a critical link back to what organisational function?

Deviations that exceed the range of variation need the manager's attention.

To get first hand, intimate knowledge of actual work activities, managers might use ________.

'Concurrent control' takes place after an activity has been completed.

If the source of performance variation is unsatisfactory work, according to the textbook, which of the following is NOT considered a corrective action?

'Feedforward control' prevents anticipated problems.

Which of the following is NOT mentioned in the textbook as a traditional financial control measure that managers might employ in the monitoring and measuring of organisational performance?

The Australian Business Review Weekly: BRW 1000 Top Performing organisations are determined by ________.

All of the following are mentioned in the textbook as ratios used to monitor and measure organisational performance EXCEPT ________.

'Standards' are created during the ________ process.

In a short essay, define and discuss feedforward, concurrent and feedback controls.Include a specific example of each to support your answer.

In order to increase the ratio of outputs to inputs, a manager would have to ________.

Managers in the Workplace

Management History

Managing the External Environment and Organisational Culture

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managing Operations

Organisational Structure and Design

Managing Teams

Managing Human Resources

Understanding and Managing Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters