Question 1

A major drawback of an oral report is that there is no way to store the information in the report for later reference.

Accepted Answer

A) True 
 B)False

Question 2

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 3

Define the control process.

Accepted Answer

The control process is a three-step proc

Question 4

One advantage of feedback control over other forms of control is that it lets managers focus on _________.

Accepted Answer

A) how on-target their planning efforts were 
B) how effective their organising efforts were 
C) what is about to take place 
D) the task as it is being carried out 
A) how on-target their planning efforts were 
B) how effective their organising efforts were 
C) what is about to take place 
D) the task as it is being carried out

Question 5

Immediate corrective action is designed to _________.

Accepted Answer

A) discourage and punish employees for poor performance 
B) provide an explanation for the problem 
C) implement structural changes 
D) get performance back on track 
A) discourage and punish employees for poor performance 
B) provide an explanation for the problem 
C) implement structural changes 
D) get performance back on track

Question 6

The major drawback of feedback control is that by the time the manager has the information, the problem has already occurred.

Accepted Answer

A) True 
 B)False

Question 7

This is the most formal type of performance measurement.

Accepted Answer

A) Industry reports 
B) Oral reports 
C) Written reports 
D) Personal observation 
A) Industry reports 
B) Oral reports 
C) Written reports 
D) Personal observation

Question 8

How do managers compare actual performance to planned goals?

Accepted Answer

The comparing step determines the variat

Question 9

_________ 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 10

Employers often feel they need to monitor employee computers because recreational on-the-job surfing costs billions of dollars in lost work productivity annually.

Accepted Answer

A) True 
 B)False

Question 11

When correcting performance, putting out fires is synonymous with _________.

Accepted Answer

A) immediate corrective action 
B) basic corrective action 
C) doing nothing 
D) revising standards 
A) immediate corrective action 
B) basic corrective action 
C) doing nothing 
D) revising standards

Question 12

A car company that puts more effort into measuring quality than total units sold most likely wants to excel at _________.

Accepted Answer

A) customer satisfaction 
B) employee satisfaction 
C) efficiency 
D) cost per unit 
A) customer satisfaction 
B) employee satisfaction 
C) efficiency 
D) cost per unit

Question 13

Identify the non-formal sources of information available to managers.

Accepted Answer

The two non-formal sources of

Question 14

In many cases, immediate corrective action rather than basic corrective action is taken by managers because they _________.

Accepted Answer

A) don't have enough information 
B) are afraid of being wrong 
C) are not experts in managerial action 
D) don't have the time 
A) don't have enough information 
B) are afraid of being wrong 
C) are not experts in managerial action 
D) don't have the time

Question 15

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

Accepted Answer

A) True 
 B)False

Question 16

A disadvantage of a statistical report is that it may leave out _________ measurements of performance.

Accepted Answer

A) negative 
B) objective 
C) subjective 
D) positive 
A) negative 
B) objective 
C) subjective 
D) positive

Question 17

_________ 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 18

When might a manager be justified in revising a standard rather than taking corrective action to remedy a significant performance deviation?

Accepted Answer

A) When the standard is unrealistic 
B) When performance falls far short of the standard 
C) When performance falls slightly short of the standard 
D) When performance exceeds the standard 
A) When the standard is unrealistic 
B) When performance falls far short of the standard 
C) When performance falls slightly short of the standard 
D) When performance exceeds the standard

Question 19

A scorecard with respect to organisational performance should always focus on all four performance areas equally.

Accepted Answer

A) True 
 B)False

Question 20

Describe feedforward control and give an example of its use.

Accepted Answer

Feedforward control is the most desirabl

A major drawback of an oral report is that there is no way to store the information in the report for later reference.

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

Define the control process.

One advantage of feedback control over other forms of control is that it lets managers focus on _________.

Immediate corrective action is designed to _________.

The major drawback of feedback control is that by the time the manager has the information, the problem has already occurred.

This is the most formal type of performance measurement.

How do managers compare actual performance to planned goals?

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

Employers often feel they need to monitor employee computers because recreational on-the-job surfing costs billions of dollars in lost work productivity annually.

When correcting performance, putting out fires is synonymous with _________.

A car company that puts more effort into measuring quality than total units sold most likely wants to excel at _________.

Identify the non-formal sources of information available to managers.

In many cases, immediate corrective action rather than basic corrective action is taken by managers because they _________.

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

A disadvantage of a statistical report is that it may leave out _________ measurements of performance.

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

When might a manager be justified in revising a standard rather than taking corrective action to remedy a significant performance deviation?

A scorecard with respect to organisational performance should always focus on all four performance areas equally.

Describe feedforward control and give an example of its use.

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

A major drawback of an oral report is that there is no way to store the information in the report for later reference.

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

Define the control process.

One advantage of feedback control over other forms of control is that it lets managers focus on _________.

Immediate corrective action is designed to _________.

The major drawback of feedback control is that by the time the manager has the information, the problem has already occurred.

This is the most formal type of performance measurement.

How do managers compare actual performance to planned goals?

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

Employers often feel they need to monitor employee computers because recreational on-the-job surfing costs billions of dollars in lost work productivity annually.

When correcting performance, putting out fires is synonymous with _________.

A car company that puts more effort into measuring quality than total units sold most likely wants to excel at _________.

Identify the non-formal sources of information available to managers.

In many cases, immediate corrective action rather than basic corrective action is taken by managers because they _________.

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

A disadvantage of a statistical report is that it may leave out _________ measurements of performance.

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

When might a manager be justified in revising a standard rather than taking corrective action to remedy a significant performance deviation?

A scorecard with respect to organisational performance should always focus on all four performance areas equally.

Describe feedforward control and give an example of its use.

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