Question 1

Drug tests at hiring are an example of the physical area of organizational control.

Accepted Answer

The controls used to monitor employees in the human resources area of organizational control include personality tests and drug testing for hiring,performance tests during training,performance evaluations to measure work productivity and employee surveys to assess job satisfaction and leadership.

Question 2

The physical area of organizational control includes buildings, equipment, and tangible products.

Accepted Answer

The physical area of organizational control includes buildings, equipment, and tangible products.

Question 3

One of the reasons that measurement-managed firms succeed is due to strong teamwork and cooperation among the management team and more willingness to take risks.

Accepted Answer

Measurement-managed firms prioritize data-driven decision making and rely on collaboration and communication among management teams, leading to a more cohesive and risk-tolerant environment for succeeding in the market.

Question 4

When performance exceeds the standards set in the control systems, managers should give rewards.

Accepted Answer

When employees or teams exceed the standards set in the control systems, it is important for managers to recognize and reward them for their efforts. This helps to reinforce positive behavior and encourage continued high performance.

Question 5

The acceptable deviation depends on the range of variation built into the standards when they were set.

Accepted Answer

The acceptable deviation is determined by the range of variation specified in the standards. Therefore, it is true that the acceptable deviation depends on the range of variation built into the standards when they were set.

Question 6

A strategy map is a visual representation of the organizational flowchart.

Accepted Answer

A strategy map is a visual representation of an organization's strategy, showing the cause-and-effect relationships between strategic objectives. It may include the flowchart as a component, but it is not solely a representation of the organizational flowchart.

Question 7

Tactical control is monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.

Accepted Answer

Tactical control is monitoring performance to ensure that tactical plans,those at the divisional or departmental level,are being implemented and taking corrective action as needed.

Question 8

Except for in rare instances, employees at George's Pro Painting take responsibility for their own work and how it is done, rather than being governed by a rigid set of rules. George's Pro Painting is using decentralized control.

Accepted Answer

Decentralized control means that decision-making authority is distributed throughout the organization and employees are given autonomy to make decisions within their area of responsibility. This statement indicates that employees take responsibility for their own work and are not governed by strict rules, which is consistent with decentralized control.

Question 9

Strategy maps show the cause-and-effect links by which specific improvements create desired outcomes, such as objectives for revenue growth, targeted customer markets, the role of excellence and innovation in products.

Accepted Answer

Strategy maps are visual tools that show the cause-and-effect relationships between strategic objectives and outcomes. They illustrate how specific actions or improvements in one area can lead to desired outcomes in another area. This helps organizations to align their resources and efforts toward achieving their overall strategy.

Question 10

Strategic control is monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.

Accepted Answer

Strategic control is indeed the process of monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.

Question 11

Decentralized control is characterized by the use of rules, regulations, and formal authority to guide performance.

Accepted Answer

Decentralized control is characterized by the delegation of decision-making authority and responsibility to lower levels of the organization, rather than relying on strict rules and regulations imposed by higher-level management.

Question 12

Bureaucratic control is most appropriate for an organization in which the tasks are explicit and certain.

Accepted Answer

Bureaucratic control relies on formal rules and procedures, which are most effective in organizations with clear and well-defined tasks. In situations where tasks are more fluid and uncertain, other forms of control may be more appropriate.

Question 13

Corrective action is a control principle that states that managers should be informed of a situation only if data show a significant deviation from standards.

Accepted Answer

Corrective action is a control principle that states that managers should be informed of any situation that deviates from standards, not just significant deviations.

Question 14

Traditional financial measures improve customer satisfaction, quality, and employee motivation.

Accepted Answer

Traditional financial measures such as profit margins, revenue growth and return on investment do not directly impact customer satisfaction, quality or employee motivation. However, improvements in these areas can lead to financial benefits in the long term. Organizations need to consider both financial and non-financial measures to achieve success.

Question 15

Six primary performance areas for measurement management include financial performance, operating efficiency, customer satisfaction, employee performance, innovation/change, and community/environment.

Accepted Answer

This statement is true. The six primary performance areas for measurement management are financial performance, operating efficiency, customer satisfaction, employee performance, innovation/change, and community/environment.

Question 16

Internal process is one of the four indicators used in the balanced scorecard.

Accepted Answer

Internal process is considered one of the four key perspectives in the balanced scorecard, which also includes financial, customer, and learning and growth perspectives.

Question 17

Customer satisfaction and financial measures are two of four indicators of the balanced scorecard.

Accepted Answer

The balanced scorecard has four perspectives: financial, customer, internal processes, and learning and growth. Customer satisfaction and financial measures are two of the four indicators of the balanced scorecard, making option A true.

Question 18

The internal business perspective, including business processes such as quality, employee skills, and productivity, is what the company must do internally to meet its customers' expectations.

Accepted Answer

The internal business perspective focuses on the company's internal processes and operations to meet customers' expectations. It includes factors such as quality, employee skills, and productivity, among others.

Question 19

Supervisors are responsible for operational control.

Accepted Answer

Supervisors are responsible for the day-to-day operations of their team or department, including controlling and managing resources, ensuring that work is completed on time and to the required standard, and making decisions about priorities and resource allocation.

Question 20

The three levels of control are strategic, tactical, and corrective.

Accepted Answer

The three levels of control,which correspond to the three principal managerial levels,are strategic,tactical,and operational.

Quiz 16: Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Drug tests at hiring are an example of the physical area of organizational control.

The physical area of organizational control includes buildings, equipment, and tangible products.

One of the reasons that measurement-managed firms succeed is due to strong teamwork and cooperation among the management team and more willingness to take risks.

When performance exceeds the standards set in the control systems, managers should give rewards.

The acceptable deviation depends on the range of variation built into the standards when they were set.

A strategy map is a visual representation of the organizational flowchart.

Tactical control is monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.

Except for in rare instances, employees at George's Pro Painting take responsibility for their own work and how it is done, rather than being governed by a rigid set of rules. George's Pro Painting is using decentralized control.

Strategy maps show the cause-and-effect links by which specific improvements create desired outcomes, such as objectives for revenue growth, targeted customer markets, the role of excellence and innovation in products.

Strategic control is monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.

Decentralized control is characterized by the use of rules, regulations, and formal authority to guide performance.

Bureaucratic control is most appropriate for an organization in which the tasks are explicit and certain.

Corrective action is a control principle that states that managers should be informed of a situation only if data show a significant deviation from standards.

Traditional financial measures improve customer satisfaction, quality, and employee motivation.

Six primary performance areas for measurement management include financial performance, operating efficiency, customer satisfaction, employee performance, innovation/change, and community/environment.

Internal process is one of the four indicators used in the balanced scorecard.

Customer satisfaction and financial measures are two of four indicators of the balanced scorecard.

The internal business perspective, including business processes such as quality, employee skills, and productivity, is what the company must do internally to meet its customers' expectations.

Supervisors are responsible for operational control.

The three levels of control are strategic, tactical, and corrective.