無年度 - ROBBINS英選10#95215

1. ________ refers to the process of monitoring, comparing, and correcting work performance. (A) Organizing (B) Planning (C) Leading (D) Controlling

2. Which of the following management responsibilities determines if organizational goals are being achieved? (A) designing the organization's structure (B) measuring firm performance (C) motivating employees (D) formulating business strategy

3. The control process assumes that ________. (A) employees are under-qualified and require training (B) employees require clear directions from management (C) employee monitoring costs are part and parcel of doing business (D) performance standards are already in place

4. Which of the following sources of information for measuring performance has the disadvantage of being subject to personal biases, and is time consuming and obtrusive? (A) written reports (B) oral reports (C) statistical reports (D) personal observations

5. Which of the following sources usually provides filtered information which cannot be documented? (A) statistical reports (B) oral reports (C) personal observations (D) written reports

6. The comparing step in the control process determines ________. (A) a company's relative position in the industry in terms of performance variances (B) the ideal standard to be used in measuring organizational performance (C) a company's relative position in the industry in terms of the standards used (D) the variation between actual performance and the standard

7. ________ corrects the problem at once to get performance back on track. (A) Revision of standards (B) Immediate corrective action (C) Revision of benchmarks (D) Basic corrective action

8. Managers could choose to do nothing when ________. (A) performance standards are acceptable, though the employees have not attained it (B) the variance observed from the expected performance is caused due to unrealistic standards (C) an employee fails to attain the standard because of internal problems (D) the difference between actual performance and standard performance is low and acceptable

9. ________ is measured by the costs of acquiring and transforming organizational resources into outputs. (A) Input (B) Effectiveness (C) Quality (D) Efficiency

10. In order to increase the ratio of outputs to inputs, a manager would have to ________. (A) decrease the selling price (B) increase the quality of inputs (C) hire additional employees (D) increase productivity

11. Certain organizations conduct culture audits to find out which companies are the best to work for. What is the major benefit associated with these rankings? (A) The rankings indicate how well a company performs in comparison to others. (B) The rankings indicate the effectiveness of an organization's concurrent control. (C) These rankings affect the credit rating of concerned organizations. (D) These rankings are used by governments to make decisions on corporate grants.

12. Which of the following is considered the most desirable type of control to prevent anticipated problems? (A) feedforward control (B) feedback control (C) reactive control (D) concurrent control

13. Management by walking around is an example of ________ control. (A) reactive (B) feedforward (C) feedback (D) concurrent

14. The ________ ratios measure an organization's ability to meet its current debt obligations (A) liquidity (B) activity (C) profitability (D) leverage

15. ________ ratios measure how efficiently the firm is using its assets. (A) Leverage (B) Liquidity (C) Profitability (D) Activity

16. When data is analyzed and processed, it becomes ________. (A) information (B) fact (C) a structure (D) a system

17. The ________ approach to performance measurement was introduced as a way to evaluate organizational performance from more than just the financial perspective. (A) balanced scorecard (B) market value (C) economic value (D) financial control

18. ________ is the search for the best practices among competitors or noncompetitors that lead to their superior performance. (A) Factor analysis (B) Market positioning (C) Benchmarking (D) Total quality management

19. The earthquake/tsunami which hit Japan in March of 2011 highlights the contemporary need to design organizational controls for ________. (A) cross-cultural differences (B) workplace safety (C) workplace privacy (D) global turmoil and disasters

20. Clinical psychologists suggest that employee theft ________. (A) reflects deep cultural problems in the society (B) occurs primarily when there are poor management-labor relations (C) happens because people find ways to rationalize this behavior as correct (D) is a symptom of poor planning and management control

21. Experts have described employee work driven by TNC as a primary contributor to workplace violence. TNC refers to ________. (A) time, neglect, and crises (B) time, neglect, and chaos (C) time, numbers, and crises (D) time, number, and chaos

22. An organization communicates openly to its employees about violent incidences in the workplace and what's being done to handle them. This is an example of a ________ control strategy. (A) proactive (B) concurrent (C) feedback (D) feedforward

23. Corporate governance ________. (A) is a system used to govern a corporation so that the interests of corporate owners are protected (B) refers to the negative influence of the corporation in society (C) refers to executive governance practices in companies (D) is a term that refers to legal agreements made between two or more partner firms

24. The Sarbanes-Oxley Act called for ________. (A) increased pollution control measures from the government (B) more social contribution from companies in the United States (C) limited accountability of directors and executives of corporates (D) more disclosure and transparency of corporate financial information

25. Mark wants to formulate a control process for the organization. What should be the first step in the control process? (A) developing a benchmark (B) determining the actual performance (C) validating the performance standard (D) carrying out performance comparison

26. Mark recommends that the managers at Statco should identify how and why performance has deviated beyond the acceptable range of variation, and then correct the source of the deviation. Here, Mark is recommending ________. (A) basic corrective action (B) bureaucratic control (C) immediate corrective action (D) concurrent control

The Industry Leader (Scenario)
Frank, the new CEO for First Fidelity, is working hard to turn around the formerly successful real estate business. His goal is to make First Fidelity a leader in the industry. He understands the importance of improving organizational productivity in achieving his goals. Mark is keen to improve organizational performance and effectiveness.

27. Frank believes organizational effectiveness is more important to the organization than organizational productivity. What could be the rationale behind this belief? (A) Organizational productivity is not a measure of organizational performance. (B) Organizational effectiveness is a quantitative measure of the input-output relationship. (C) Organizational effectiveness is a measure of how well the organizational goals are met. (D) Organizational productivity is not directly related to organizational output.

Controlling Operations
Charles is the operations manager of a firm which operates as a leaf tobacco merchant and processor worldwide. Charles believes that the firm's productivity can be increased substantially from the current level. He wants to exert control to improve organizational performance and productivity.

28. Charles interacts directly with the employees in the work area to identify problem areas. He works with various departments to obtain a holistic idea of the business. This type of direct supervision is an example of ________ control. (A) proactive (B) feedforward (C) feedback (D) concurrent

Financial Controls
Ruth Moody works as a freelance financial consultant. She renders financial services to individuals and small businesses. Entropic Communications, Inc., a fabless semiconductor company, seeks her services to study the financial stability of their company.

29. Ruth identifies the firm's leverage ratio to be very high. What suggestion could Ruth give to help the firm reduce its leverage ratio? (A) Pay back part of its debts to improve the ratio. (B) Reduce the sales to total assets ratio of the firm. (C) Increase the money supply by selling a part of its assets. (D) Maintain more current assets than current liabilities.

Barbara is the product manager of an energy company which operates in the Americas. She is concerned about the increased employee theft observed in the factory. A study has shown that $30,000 worth of merchandise was accounted to employee theft in the year 2010.

30. Barbara consults a criminologist to identify the reasons for employee thefts. Which of the following is the most likely interpretation that the criminologist would present? (A) People have financial-based pressures which motivate them to steal. (B) People steal because the opportunity presents itself through lax controls. (C) People steal because they can rationalize whatever they're doing. (D) Favorable circumstances tempt people to commit crimes.

Workplace Violence (Scenario)
Three employees were injured in shootings at the Premier Bear Factory located in Arizona. An employee about to lose his job opened fire to cause this debacle. Helen Gates, the factory manager, is looking for ways to control such incidents.

31. Which of the following is a feedforward control measure to prevent further occurrences? (A) thorough investigation of the incident by an external agency (B) use of quick and decisive managerial intervention during the incident (C) employee assistance programs to help employees with behavioral problems (D) open communication about incidences and what's being done

無年度 - ROBBINS英選10#95215

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