Understanding Management, 8th Edition by Richard L. Daft, Dorothy Marcic

Chapter 15—Managing Quality and Performance

TRUE/FALSE

1. The systematic process of regulating organizational activities to make them consistent with the expectations in plans, targets, and standards of performance refers to organizational control.

ANS: T PTS: 1 DIF: 1 REF: 604
NAT: AACSB: Analytic | AACSB: Operations Management MSC: F

2. Effectively controlling an organization requires information about product standards and actual products, as well as actions to correct any deviations from the standards.

ANS: F PTS: 1 DIF: 2 REF: 604-605
NAT: AACSB: Analytic | AACSB: Operations Management MSC: F

3. It is important to create a written Internet policy for an "acceptable use policy" for workplace Internet use.

ANS: T PTS: 1 DIF: 1 REF: 604
NAT: AACSB: Analytic | AACSB: Operations Management MSC: F

4. Customer service, external business processes, financial performances, and the organization 's capacity for learning and growth are the four major perspectives of the balanced scorecard.

ANS: F PTS: 1 DIF: 2 REF: 605
NAT: AACSB: Analytic | AACSB: Operations Management MSC: F

5. The feedback control model is a comprehensive management control system that balances traditional financial measures with measures of customer service, internal business processes, and the organization 's capacity for learning and growth.

ANS: F PTS: 1 DIF: 2 REF: 605-606
NAT: AACSB: Analytic | AACSB: Operations Management MSC: F

6. Managers record, analyze, and discuss the metrics on the balanced scorecard to determine if the organization is achieving its strategic goals.

ANS: T PTS: 1 DIF: 2 REF: 606
NAT: AACSB: Analytic | AACSB: Operations Management MSC: F

7. A standard for performance is included in an organization 's overall strategic plan to compare organizational activities against.

ANS: T PTS: 1 DIF: 2 REF: 608
NAT: AACSB: Analytic | AACSB: Operations Management MSC: F

8. The final step of the feedback control model is to do