Question 1

Starovic's CIMA technical report doesn't argue that

Accepted Answer

A) good quality information should be relevant and focused 
B) Financial and Management Accounting systems should be integrated. 
C) information systems should be integrated with processes 
D) good quality information should be forward looking 
A) good quality information should be relevant and focused 
B) Financial and Management Accounting systems should be integrated. 
C) information systems should be integrated with processes 
D) good quality information should be forward looking

Question 2

Double loop learning concerns

Accepted Answer

A) the use of information to learn from past performance in order to change processes. 
B) the use of information to learn from past performance in order to change inputs. 
C) the use of information to learn from past performance in order to alter objectives. 
D) All of the above. 
A) the use of information to learn from past performance in order to change processes. 
B) the use of information to learn from past performance in order to change inputs. 
C) the use of information to learn from past performance in order to alter objectives. 
D) All of the above.

Question 3

Budgeting has not been described as one of the following

Accepted Answer

A) unnecessary evil 
B) my life 
C) bane of corporate America 
D) the reason I wrote this book 
A) unnecessary evil 
B) my life 
C) bane of corporate America 
D) the reason I wrote this book

Question 4

The Performance Prism

Accepted Answer

A) recognises that stakeholders make contributions to the organisation. 
B) derives performance measures from strategy. 
C) focuses on maximising shareholder wealth. 
D) is designed to focus on social objectives. 
A) recognises that stakeholders make contributions to the organisation. 
B) derives performance measures from strategy. 
C) focuses on maximising shareholder wealth. 
D) is designed to focus on social objectives.

Question 5

Which of the following problems associated with output related performance indicators are mostly prevalent in public rather than private sector organisations?

Accepted Answer

A) Myopia- the concentration on short-term results 
B) The misrepresentation of financial results 
C) Gaming- deviant budgetary behaviour such as hiding reserves 
D) Ossification - a reluctance to innovate or take risks 
A) Myopia- the concentration on short-term results 
B) The misrepresentation of financial results 
C) Gaming- deviant budgetary behaviour such as hiding reserves 
D) Ossification - a reluctance to innovate or take risks

Question 6

Enterprise governance stresses the duty of company boards to verify that an organisation uses resources in a responsible manner

Accepted Answer

A) True 
 B)False

Question 7

Agency theory

Accepted Answer

A) does not look at behaviour at all 
B) looks at management behaviour and employees 
C) looks at inter-management behaviour 
D) looks at the link between management behaviour and shareholders interest 
A) does not look at behaviour at all 
B) looks at management behaviour and employees 
C) looks at inter-management behaviour 
D) looks at the link between management behaviour and shareholders interest

Question 8

Budgeting has been criticised for

Accepted Answer

A) making organisations inflexible and unable to respond to uncertainty. 
B) being mechanistic with rigid, formalised and tightly coupled systems. 
C) being too time consuming. 
D) All of above 
A) making organisations inflexible and unable to respond to uncertainty. 
B) being mechanistic with rigid, formalised and tightly coupled systems. 
C) being too time consuming. 
D) All of above

Question 9

Management Accountants are not responsible for the integrity of financial data for reporting purposes

Accepted Answer

A) True 
 B)False

Question 10

Cohen on page 718 of Ch 17 found that there was no clear link between executive pay and management performance

Accepted Answer

A) True 
 B)False

Question 11

Feedforward control is an approach which

Accepted Answer

A) always puts more resources into future operations. 
B) relies on a predictive model of processes so that errors can be anticipated and corrected for. 
C) is best illustrated by a simple temperature controlled heating system. 
D) is characteristic of traditional budgeting systems. 
A) always puts more resources into future operations. 
B) relies on a predictive model of processes so that errors can be anticipated and corrected for. 
C) is best illustrated by a simple temperature controlled heating system. 
D) is characteristic of traditional budgeting systems.

Question 12

If Corporate Social Responsibility is to be more than lip service and change Corporate Behaviour then specific performance indicators need to be imbedded alongside financial ones.

Accepted Answer

A) True 
 B)False

Question 13

Define belief and boundary systems in the context of the levers of control model and discuss whether they fight against each other in a detrimental way.

Accepted Answer

Belief and boundary systems are two key

Question 14

One of the following is not a desirable feature of a Performance Management System (PMS):

Accepted Answer

A) Must be consistent with strategy 
B) Must be consistent with the objectives of an organization 
C) Must be consistent with the system of feedback and review 
D) Must not include non-financial measures 
A) Must be consistent with strategy 
B) Must be consistent with the objectives of an organization 
C) Must be consistent with the system of feedback and review 
D) Must not include non-financial measures

Question 15

The rate of CEO pay and average worker pay in the US in 1999 was

Accepted Answer

A) 1,016:1 
B) 216:1 
C) 516:1 
D) 100:1 
A) 1,016:1 
B) 216:1 
C) 516:1 
D) 100:1

Question 16

Simon's new style strategy does not involve one of the following

Accepted Answer

A) feasible 
B) customer response 
C) supplier ambivalent 
D) employee empowerment 
A) feasible 
B) customer response 
C) supplier ambivalent 
D) employee empowerment

Question 17

Some constraints or boundary systems can enable organisational freedom and flexibility

Accepted Answer

A) True 
 B)False

Question 18

Corporate governance is

Accepted Answer

A) a technique for costing in service organisations. 
B) a development of budgeting and standard costing. 
C) at a minimum, being concerned with protecting the interests of the suppliers of capital. 
D) another name for local government management. 
A) a technique for costing in service organisations. 
B) a development of budgeting and standard costing. 
C) at a minimum, being concerned with protecting the interests of the suppliers of capital. 
D) another name for local government management.

Question 19

Corporate Governance can be interpreted as solely looking after shareholders.

Accepted Answer

A) True 
 B)False

Question 20

One of the following is not a desirable feature of a Performance Management System (PMS)

Accepted Answer

A) not comprehensive 
B) must not focus on KPIs 
C) must comply with rewards and penalties of system 
D) must be owned and supported by organisation 
A) not comprehensive 
B) must not focus on KPIs 
C) must comply with rewards and penalties of system 
D) must be owned and supported by organisation

Starovic's CIMA technical report doesn't argue that

Double loop learning concerns

Budgeting has not been described as one of the following

The Performance Prism

Which of the following problems associated with output related performance indicators are mostly prevalent in public rather than private sector organisations?

Enterprise governance stresses the duty of company boards to verify that an organisation uses resources in a responsible manner

Agency theory

Budgeting has been criticised for

Management Accountants are not responsible for the integrity of financial data for reporting purposes

Cohen on page 718 of Ch 17 found that there was no clear link between executive pay and management performance

Feedforward control is an approach which

If Corporate Social Responsibility is to be more than lip service and change Corporate Behaviour then specific performance indicators need to be imbedded alongside financial ones.

Define belief and boundary systems in the context of the levers of control model and discuss whether they fight against each other in a detrimental way.

One of the following is not a desirable feature of a Performance Management System (PMS):

The rate of CEO pay and average worker pay in the US in 1999 was

Simon's new style strategy does not involve one of the following

Some constraints or boundary systems can enable organisational freedom and flexibility

Corporate governance is

Corporate Governance can be interpreted as solely looking after shareholders.

One of the following is not a desirable feature of a Performance Management System (PMS)

The Role of Accounting Information in Management Decision Making

Cost Concepts, Behaviour and Estimation

A Costing Framework and Cost Allocation

Costvolumeprofit Cvp Analysis

Planning Budgeting and Behaviour

Operational Budgets

Job Costing Systems

Process Costing Systems

Absorption and Variable Costing

Flexible Budgets, Standard Costs and Variance Analysis

Variance Analysis: Revenue and Cost

Activity Analysis: Costing and Management

Relevant Costs for Decision Making

Strategy and Control

Capital Budgeting and Strategic Investment Decisions

The Strategic Management of Costs and Revenues

Responsibility Accounting, Performance Evaluation and Transfer Pricing

The Balanced Scorecard and Strategy Maps

Filters

Exam 17: Strategic Management Control: a Lean Perspective

Starovic's CIMA technical report doesn't argue that

Double loop learning concerns

Budgeting has not been described as one of the following

The Performance Prism

Which of the following problems associated with output related performance indicators are mostly prevalent in public rather than private sector organisations?

Enterprise governance stresses the duty of company boards to verify that an organisation uses resources in a responsible manner

Agency theory

Budgeting has been criticised for

Management Accountants are not responsible for the integrity of financial data for reporting purposes

Cohen on page 718 of Ch 17 found that there was no clear link between executive pay and management performance

Feedforward control is an approach which

If Corporate Social Responsibility is to be more than lip service and change Corporate Behaviour then specific performance indicators need to be imbedded alongside financial ones.

Define belief and boundary systems in the context of the levers of control model and discuss whether they fight against each other in a detrimental way.

One of the following is not a desirable feature of a Performance Management System (PMS):

The rate of CEO pay and average worker pay in the US in 1999 was

Simon's new style strategy does not involve one of the following

Some constraints or boundary systems can enable organisational freedom and flexibility

Corporate governance is

Corporate Governance can be interpreted as solely looking after shareholders.

One of the following is not a desirable feature of a Performance Management System (PMS)

The Role of Accounting Information in Management Decision Making

Cost Concepts, Behaviour and Estimation

A Costing Framework and Cost Allocation

Costvolumeprofit Cvp Analysis

Planning Budgeting and Behaviour

Operational Budgets

Job Costing Systems

Process Costing Systems

Absorption and Variable Costing

Flexible Budgets, Standard Costs and Variance Analysis

Variance Analysis: Revenue and Cost

Activity Analysis: Costing and Management

Relevant Costs for Decision Making

Strategy and Control

Capital Budgeting and Strategic Investment Decisions

The Strategic Management of Costs and Revenues

Responsibility Accounting, Performance Evaluation and Transfer Pricing

The Balanced Scorecard and Strategy Maps

Filters