Question 1

An organization is said to be highly leveraged if it uses more debt than equity to finance its ongoing operations.

Accepted Answer

A) True 
 B)False

Question 2

According to Lewin's force-field theory, what must an organization do to change?

Accepted Answer

A) increase the forces for change and resistance to change 
B) decrease the forces for change and resistance to change 
C) increase the forces for change and reduce resistance to change 
D) increase resistance to change 
E) decrease the forces for change 
A) increase the forces for change and resistance to change 
B) decrease the forces for change and resistance to change 
C) increase the forces for change and reduce resistance to change 
D) increase resistance to change 
E) decrease the forces for change

Question 3

As the regional manager, Ted's performance is evaluated on the difference between the sales revenues generated by his region and the cost of making those goods and services.Ted is being evaluated using a(n) ________ approach.

Accepted Answer

A) profit budget 
B) revenue budget 
C) cash flow budget 
D) cost budget 
E) expense budget 
A) profit budget 
B) revenue budget 
C) cash flow budget 
D) cost budget 
E) expense budget

Question 4

An organization monitors the number of customer returns for each product model as a part of an attempt to recognize defective products.This is an example of

Accepted Answer

A) feedforward control. 
B) concurrent control. 
C) clan control. 
D) feedback control. 
E) bureaucratic control. 
A) feedforward control. 
B) concurrent control. 
C) clan control. 
D) feedback control. 
E) bureaucratic control.

Question 5

What is the most instantaneous and powerful form of behavior control?

Accepted Answer

A) SOPs 
B) an MBO system 
C) rules 
D) direct supervision 
E) bureaucracy 
A) SOPs 
B) an MBO system 
C) rules 
D) direct supervision 
E) bureaucracy

Question 6

Which of the following types of controls helps monitor the quality of goods or services provided during the production process?

Accepted Answer

A) feedforward control 
B) concurrent control 
C) feedback control 
D) bureaucratic control 
E) clan control 
A) feedforward control 
B) concurrent control 
C) feedback control 
D) bureaucratic control 
E) clan control

Question 7

_______ control is the control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations.

Accepted Answer

A) Output 
B) Clan 
C) Procedural 
D) Feedback 
E) Culture 
A) Output 
B) Clan 
C) Procedural 
D) Feedback 
E) Culture

Question 8

Describe the four steps of the control process.

Accepted Answer

The control process consists of the four

Question 9

Which of the following financial ratios measures the ability of the organization to pay its short-term debts?

Accepted Answer

A) leverage ratios 
B) liquidity ratios 
C) activity ratios 
D) profit ratios 
E) inventory turnover ratios 
A) leverage ratios 
B) liquidity ratios 
C) activity ratios 
D) profit ratios 
E) inventory turnover ratios

Question 10

Which of the following types of change is rapid, dramatic, and broadly focused?

Accepted Answer

A) social change 
B) cultural change 
C) structural change 
D) revolutionary change 
E) evolutionary change 
A) social change 
B) cultural change 
C) structural change 
D) revolutionary change 
E) evolutionary change

Question 11

Financial information provides managers with enough the information to measure the four building blocks of competitive advantage.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following is true about measuring actual performance?

Accepted Answer

A) Managers can either evaluate output or behavior, never both. 
B) Outputs and behavior can be measured easily always. 
C) It is easy to measure outputs and behavior of complex, nonroutine activities. 
D) Outputs are easier to measure because they are more tangible and objective. 
E) Managers develop performance standards to measure behavior first and then outputs. 
A) Managers can either evaluate output or behavior, never both. 
B) Outputs and behavior can be measured easily always. 
C) It is easy to measure outputs and behavior of complex, nonroutine activities. 
D) Outputs are easier to measure because they are more tangible and objective. 
E) Managers develop performance standards to measure behavior first and then outputs.

Question 13

Control helps managers build competitive advantage.

Accepted Answer

A) True 
 B)False

Question 14

The more complex a job is, the more difficult it is for a manager to evaluate how well a subordinate is performing.

Accepted Answer

A) True 
 B)False

Question 15

The manager of a pizza restaurant monitors the employee's behavior by counting the number of customers each employee serves and how much each customer spends.This is an example of

Accepted Answer

A) feedback control. 
B) bureaucratic control. 
C) behavior control. 
D) output control. 
E) clan control. 
A) feedback control. 
B) bureaucratic control. 
C) behavior control. 
D) output control. 
E) clan control.

Question 16

Which of the following types of controls do managers use during the conversion stage to gain feedback on the conversion process?

Accepted Answer

A) feedforward control 
B) bureaucratic control 
C) concurrent control 
D) feedback control 
E) clan control 
A) feedforward control 
B) bureaucratic control 
C) concurrent control 
D) feedback control 
E) clan control

Question 17

The least powerful form of behavior control is direct supervision of a subordinate by a manager.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following types of change is gradual, incremental, and narrowly focused?

Accepted Answer

A) cultural change 
B) infrastructural change 
C) structural change 
D) revolutionary change 
E) evolutionary change 
A) cultural change 
B) infrastructural change 
C) structural change 
D) revolutionary change 
E) evolutionary change

Question 19

_____ control allows managers to get immediate feedback on how efficiently inputs are being transformed into outputs.

Accepted Answer

A) Clan 
B) Bureaucratic 
C) Feedforward 
D) Feedback 
E) Concurrent 
A) Clan 
B) Bureaucratic 
C) Feedforward 
D) Feedback 
E) Concurrent

Question 20

Which of the following steps of the control process involves goal setting?

Accepted Answer

A) measuring actual performance 
B) comparing actual performance against chosen standards 
C) evaluating the results of comparison 
D) establishing the standards of performance 
E) initiating corrective action 
A) measuring actual performance 
B) comparing actual performance against chosen standards 
C) evaluating the results of comparison 
D) establishing the standards of performance 
E) initiating corrective action

An organization is said to be highly leveraged if it uses more debt than equity to finance its ongoing operations.

According to Lewin's force-field theory, what must an organization do to change?

As the regional manager, Ted's performance is evaluated on the difference between the sales revenues generated by his region and the cost of making those goods and services.Ted is being evaluated using a(n) ________ approach.

An organization monitors the number of customer returns for each product model as a part of an attempt to recognize defective products.This is an example of

What is the most instantaneous and powerful form of behavior control?

Which of the following types of controls helps monitor the quality of goods or services provided during the production process?

_______ control is the control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations.

Describe the four steps of the control process.

Which of the following financial ratios measures the ability of the organization to pay its short-term debts?

Which of the following types of change is rapid, dramatic, and broadly focused?

Financial information provides managers with enough the information to measure the four building blocks of competitive advantage.

Which of the following is true about measuring actual performance?

Control helps managers build competitive advantage.

The more complex a job is, the more difficult it is for a manager to evaluate how well a subordinate is performing.

The manager of a pizza restaurant monitors the employee's behavior by counting the number of customers each employee serves and how much each customer spends.This is an example of

Which of the following types of controls do managers use during the conversion stage to gain feedback on the conversion process?

The least powerful form of behavior control is direct supervision of a subordinate by a manager.

Which of the following types of change is gradual, incremental, and narrowly focused?

_____ control allows managers to get immediate feedback on how efficiently inputs are being transformed into outputs.

Which of the following steps of the control process involves goal setting?

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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Exam 11: Organizational Control and Change

An organization is said to be highly leveraged if it uses more debt than equity to finance its ongoing operations.

According to Lewin's force-field theory, what must an organization do to change?

As the regional manager, Ted's performance is evaluated on the difference between the sales revenues generated by his region and the cost of making those goods and services.Ted is being evaluated using a(n) ________ approach.

An organization monitors the number of customer returns for each product model as a part of an attempt to recognize defective products.This is an example of

What is the most instantaneous and powerful form of behavior control?

Which of the following types of controls helps monitor the quality of goods or services provided during the production process?

_______ control is the control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations.

Describe the four steps of the control process.

Which of the following financial ratios measures the ability of the organization to pay its short-term debts?

Which of the following types of change is rapid, dramatic, and broadly focused?

Financial information provides managers with enough the information to measure the four building blocks of competitive advantage.

Which of the following is true about measuring actual performance?

Control helps managers build competitive advantage.

The more complex a job is, the more difficult it is for a manager to evaluate how well a subordinate is performing.

The manager of a pizza restaurant monitors the employee's behavior by counting the number of customers each employee serves and how much each customer spends.This is an example of

Which of the following types of controls do managers use during the conversion stage to gain feedback on the conversion process?

The least powerful form of behavior control is direct supervision of a subordinate by a manager.

Which of the following types of change is gradual, incremental, and narrowly focused?

_____ control allows managers to get immediate feedback on how efficiently inputs are being transformed into outputs.

Which of the following steps of the control process involves goal setting?

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters