Deck 16: Control

Question 1

Controlling makes sure that individual and group performance is consistent with plans and that employees comply with organizational policies and procedures.

Answer 1

True

Question 2

Bureaucratic control influences behaviour through authority,policies,procedures,job descriptions,budgets,and day to day supervision.

Answer 2

True

Question 3

The central question of concurrent control is: "What needs to be done before we begin?"

Answer 3

False

Question 4

Concurrent controls,or steering controls,focus on the end results of an activity rather than the inputs or the activities.

Question 5

Feedforward controls,also known as preliminary controls,are intended to ensure that objectives are clear,that proper directions are established,and that the right resources are available to accomplish objectives.

Question 6

The central question of feedback control is: "Now that we are finished,how did we do?"

Question 7

Internal control occurs when motivated individuals and groups exercise self-discipline in fulfilling job requirements.

Question 8

Control plays a positive and necessary role in the management process.

Question 9

External control occurs when managers use personal supervision or formal administrative systems.

Question 10

The central question of feedforward control is: "What can be done to improve things right now?"

Question 11

Feedforward,concurrent,and feedback controls are relevant to different phases of the organization's input-throughput-output cycle.

Question 12

Effective control typically involves some combination of internal and external control.

Question 13

Feedback controls,or post-action controls,monitor ongoing operations and activities to make sure things are being done according to plan.

Question 14

Controlling is a process of measuring performance and taking action to ensure desired results.

Question 15

Planning and controlling are critical to meeting personal and organizational goals and objectives.

Question 16

Concurrent control focuses on what happens during the work process.

Question 17

An after-action review is a structured review of lessons learned and results accomplished on a completed project.

Question 18

The potential for self-control is increased when people have a clear sense of organizational mission,know their performance goals,have the necessary resources to do their jobs well,treat each other with respect and consideration,and work in a participative organizational culture.

Question 19

The purpose of controlling is to make sure plans are achieved and that actual performance meets or surpasses objectives.

Question 20

Controlling ensures that the right things happen,in the right way,at the right time.

Question 21

There are no laws that govern the behaviour of top executives.

Question 22

The goal of the policies and procedures regarding sexual harassment is to make sure that members behave toward one another respectfully and in ways that offer no suggestion of sexual pressures or improprieties in the workplace.

Question 23

Under Sarbanes-Oxley,chief executives and chief financial officers must sign off on financial reports and certify their accuracy under penalty of jail and/or personal fines.

Question 24

Control that flows through the organizations hierarchy of authority is called Autocratic control.

Question 25

Organizations typically operate within the limitations set by the budget.

Question 26

Clan control influences behaviour through norms and expectations set by the organizational culture.

Question 27

The best example of laws governing the behaviour of top executives is the Drake-Doyle Act of 2004.

Question 28

The Sarbanes-Oxley Act was passed in response to major corporate failures regarding the accuracy of reported financial information,such as with Enron and WorldCom,that raised serious questions regarding top management behaviour and the accuracy of financial reports provided by the firms.

Question 29

Market control is essentially the influence of market competition on the behaviour or organizations and their members.

Question 30

The best example of a law which governs the behaviour of top executives is the Sarbanes-Oxley Act.

Question 31

The Sarbanes-Oxley Act establishes procedures to regulate financial reporting and governance in publicly traded corporations.

Question 32

Business firms show the influence of market control in the way that they adjust products,pricing,promotions and other practices in response to customer feedback as reflected in sales and profitability.

Question 33

There are laws that govern the behaviour of top executives.

Question 34

The Sarbanes-Oxley SOX)Act that establishes procedures to regulate financial reporting and governance in publicly traded companies was passed in response to major corporate failures such as WorldCom and Enron.

Question 35

Budgets do not provide points of control.They are merely estimates of expenses.

Question 36

A CEO and a CFO may be put in jail and pay personal fines if they misstate their company's financial records.

Question 37

Clan control is a contrasting type of control from bureaucratic control.

Question 38

Clan control represents the power of collective identity.

Question 39

"Keeping up with the competition" is another way of expressing the dynamics of market controls in operation.

Question 40

Controlling is a four-step process that includes establishing objectives,measuring actual performance,comparing results with objectives and standards,and taking corrective action as needed.

Question 41

Input standards measure performance results in terms of quantity,quality,cost,or time of accomplished work.

Question 42

Planning is the beginning step of the control process when performance objectives and standards for measuring them are set.

Question 43

Dealing with an identified need can point toward performance threat or deficiency - when actual performance is more than desired.

Question 44

The practice of giving priority attention to situations showing the greatest need for action is called management by opportunity.

Question 45

When performance results compared to objectives are less than desired,a performance opportunity exists.

Question 46

In the control process,measurement must be accurate enough to identify significant differences between what is really taking place and what was originally planned.

Question 47

In utilizing a relative approach to compare desired and actual performance,a manager will use the organization's objectives to set the standard.

Question 48

Desired performance and actual performance can be compared from historical,relative,or engineering perspectives.

Question 49

A problem situation is one that must be understood so corrective action can restore performance to the desired level.

Question 50

Without some form of measurement of results,effective control is not possible.

Question 51

When discipline is handled in a fair,consistent,and systematic way,it is a useful form of managerial control.

Question 52

The problem with performance measurement is that the things that get measured don't often happen.

Question 53

The goal of an opportunity situation is to increase or to continue the high level of accomplishment in the future.

Question 54

Output standards measure effort in terms of the amount work expended in task performance.

Question 55

Management by exception is the technique of focusing managerial attention on situations where the difference between actual and desired performance is greatest.

Question 56

The "hot stove rules" refer to a set of Occupational Safety and Health Administration OSHA)rules for handling hot materials.

Question 57

In utilizing a historical approach for comparing desired and actual performance,a manager will use past performance as a benchmark.

Question 58

Under management by exception,corrective action is reserved for situations showing the greatest need for action.

Question 59

Discipline is the act of influencing behaviour through reprimand.

Question 60

The control equation focuses on determining the need for action and reflects the difference between desired performance and actual performance.

Question 61

In exercising financial control over organizations,managers should consider liquidity,leverage,asset management,and profitability.

Question 62

A CPM/PERT is a combination of the critical path method and the program evaluation and review technique.

Question 63

A project manager's job is to ensure that a project is completed on time,within budget,and consistent with the project's objectives.

Question 64

A hot stove burns and people should not touch a hot stove in order to avoid harm.Based on this notion,the "hot stove rules" analogy of employee discipline indicates that a reprimand should be immediate,directed toward someone's actions,consistently applied,and support realistic rules.

Question 65

Liquidity ratios use information about current assets and current liabilities.

Question 66

Inventory turnover is one method for determining the company's financial liquidity.

Question 67

Economic value added is a performance measure of economic value created in respect to profits being higher than the cost of capital.

Question 68

A graphic display of task scheduling required to complete a project is called a Gantt chart.

Question 69

The activities listed on the arrows of a CPM/PERT analysis are known as AOA diagram or activities-on-nodes.

Question 70

In progressive discipline,the goal always is to achieve compliance with organizational expectations through harshest reprimand possible.

Question 71

There is pressure on organizations to use their financial resources well to achieve high performance.

Question 72

Economic value added is not a measure of the economic value being created by the firm.

Question 73

Projects are unique onetime events that occur within a defined time period.

Question 74

Gantt charts are useful only for long-term,very complex projects.

Question 75

A firm's analysis of financial performance is an important aspect of managerial control.

Question 76

Progressive discipline ties reprimands to the severity and frequency of the employee's behavioural infractions.

Question 77

Asset management ratios focus on the relationship between profits and either average inventory or total assets.

Question 78

The more economic value added the more successful the firm.

Question 79

The responsibility for the overall planning,supervising,and controlling of the project is called project management.

Question 80

The beginning and end points,known as nodes,in a series of sub-activities on a CPM/PERT often have arrows between them to indicate what order tasks must be completed.