Exam 14: Strategic Performance Measurement Systems

One of the signs that a firm's performance measurement system is inadequate is when performance measures show improvement but this is not translated into profit. In which of the following circumstances may this occur? i. Resources freed up through improvements may not have been utilised to improve profitability. ii. Factors being measured are not critical success factors. iii. Too many similar measures are used. iv. There is a time lag between improved performance and improved profitability.

(Multiple Choice)

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Question 21

The internal business process perspective of a balanced scorecard may contain which of the following set of performance measures?

(Multiple Choice)

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Question 22

Assuming you must choose one measure only, which of the following non-financial performance indicators would most likely be chosen as a measure of the production process?

(Multiple Choice)

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Question 23

The number of products returned by customers, the number of product defects and on-time delivery are measures related to:

(Multiple Choice)

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Question 24

From the following statements about benchmarking, select the incorrect statement.

(Multiple Choice)

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Question 25

Which of the following are performance measures of delivery at the shop floor level? i. Standard cost variances ii. Accident reports iii. Schedule adherence iv. Number of units completed

(Multiple Choice)

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Question 26

Which of the following performance measures would be classified as a lag indicator for a coachline company whose objective was to improve profitability?

(Multiple Choice)

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Question 27

One disadvantage of non-financial measures is their inability to drive future financial performance.

(True/False)

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Question 28

Which of the following statements is/are true? i. A Du Pont chart includes lag indicators for revenue measures. ii. A Du Pont chart includes lead indicators for costs. iii. A Du Pont chart fails to show any relationship between cost and invested capital. iv. A Du Pont chart clearly shows the relationship between lead indicators and invested capital.

(Multiple Choice)

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Question 29

Market share may be a lag indicator from:

(Multiple Choice)

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Question 30

Which of the following about a strategic performance measurement system (SPMS) is incorrect?

(Multiple Choice)

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Question 31

In which of the following sectors has the balanced scorecard been widely used?

(Multiple Choice)

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Question 32

Assuming you must choose one measure only, which of the following non-financial performance indicators would most likely be chosen to measure employee satisfaction?

(Multiple Choice)

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Question 33

Which of the following would be classified as a lead indicator for a bus company where customer satisfaction was their objective?

(Multiple Choice)

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Question 34

A visual representation that assists managers to see the linkages between the balanced scorecard and the organisation's objectives is known as a:

(Multiple Choice)

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Question 35

On which of the following is the Kaplan and Norton framework for developing a balanced scorecard is based? i. Financial perspective ii. Customer perspective iii. Learning and growth iv. Internal processes

(Multiple Choice)

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Question 36

Benchmarking exercises are most likely to focus on:

(Multiple Choice)

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Question 37

Which of the following comments best describes the appropriate application of benchmarking to a medium-sized Australian company with a range of products and services specifically designed for local conditions and demands?

(Multiple Choice)

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Question 38

Market share may be a lead indicator from:

(Multiple Choice)

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Question 39

The essential element of a Du Pont chart is that it:

(Multiple Choice)

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Question 40

Showing 21 - 40 of 80

The internal business process perspective of a balanced scorecard may contain which of the following set of performance measures?

Assuming you must choose one measure only, which of the following non-financial performance indicators would most likely be chosen as a measure of the production process?

The number of products returned by customers, the number of product defects and on-time delivery are measures related to:

From the following statements about benchmarking, select the incorrect statement.

Which of the following are performance measures of delivery at the shop floor level? i. Standard cost variances ii. Accident reports iii. Schedule adherence iv. Number of units completed

Which of the following performance measures would be classified as a lag indicator for a coachline company whose objective was to improve profitability?

One disadvantage of non-financial measures is their inability to drive future financial performance.

Market share may be a lag indicator from:

Which of the following about a strategic performance measurement system (SPMS) is incorrect?

In which of the following sectors has the balanced scorecard been widely used?

Assuming you must choose one measure only, which of the following non-financial performance indicators would most likely be chosen to measure employee satisfaction?

Which of the following would be classified as a lead indicator for a bus company where customer satisfaction was their objective?

A visual representation that assists managers to see the linkages between the balanced scorecard and the organisation's objectives is known as a:

On which of the following is the Kaplan and Norton framework for developing a balanced scorecard is based? i. Financial perspective ii. Customer perspective iii. Learning and growth iv. Internal processes

Benchmarking exercises are most likely to focus on:

Which of the following comments best describes the appropriate application of benchmarking to a medium-sized Australian company with a range of products and services specifically designed for local conditions and demands?

Market share may be a lead indicator from:

The essential element of a Du Pont chart is that it:

Management Accounting: Information for Creating Value and Managing Resources

Management Accounting: Cost Terms and Concepts

Cost Behaviour, Cost Drivers and Cost Estimation

Product Costing Systems

Process Costing and Operation Costing

Service Costing

A Closer Look at Overhead Costs

Activity-Based Costing

Budgeting Systems

Standard Costs for Control: Direct Material and Direct Labour

Standard Costs for Control: Flexible Budgets and Manufacturing Overhead

Managing and Reporting Performance

Financial Performance Measures and Incentive Schemes

Managing Suppliers and Customers

Managing Costs and Quality

Sustainability and Management Accounting

Cost Volume Profit Analysis

Information for Decisions: Relevant Costs and Benefits

Pricing and Product Mix Decisions

Information for Capital Expenditure Decisions

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