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

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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:TPTS:1DIF:1REF:604
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC: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:FPTS:1DIF:2REF:604-605
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

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

ANS:TPTS:1DIF:1REF:604
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC: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:FPTS:1DIF:2REF:605
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC: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:FPTS:1DIF:2REF:605-606
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

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

ANS:TPTS:1DIF:2REF:606
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

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

ANS:TPTS:1DIF:2REF:608
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

8.The final step of the feedback control model is to do nothing if performance is adequate or to take corrective action if performance is inadequate.

ANS:TPTS:1DIF:1REF:607
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

9.In most companies, managers rely exclusively on qualitative measures to measure actual performance.

ANS:FPTS:1DIF:2REF:608
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

10.The fourth step in the control process is comparing actual activities to performance standards.

ANS:FPTS:1DIF:2REF:607
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

11.Effective management control involves subjective judgment and employee discussions, as well as objective analysis of performance data.

ANS:TPTS:1DIF:2REF:609
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

12.A responsibility center is the fundamental unit of analysis for a budget control system.

ANS:TPTS:1DIF:1REF:610
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

13.An expense budget lists forecasted and actual revenues of the organization.

ANS:FPTS:1DIF:1REF:611
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

14.The level of funds flowing through the organization and the nature of cash disbursements is shown through the capital budget.

ANS:FPTS:1DIF:2REF:611
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

15.Bottom-up budgeting is a process in which lower level managers anticipate their departments’ resource needs and pass them up to top management for approval.

ANS:TPTS:1DIF:1REF:612
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

16.A process in which lower level managers anticipate their department's resource needs and pass them to top management for approval is called top-down budgeting.

ANS:FPTS:1DIF:1REF:611
NAT:AACSB: Analytic | AACSB: Operations ManagementMSC:F

17.The balance sheet shows the firm's financial position with...
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