Question 1

Control is an intermittent activity that requires periodic attention from managers once or twice a month.

Accepted Answer

Control is a continuous and ongoing activity that requires regular attention from managers. It cannot be treated as an intermittent activity that only requires attention once or twice a month.

Question 2

Feedforward control provides information about performance deficiencies by monitoring inputs, not outputs.

Accepted Answer

Feedforward control focuses on monitoring inputs to prevent performance deficiencies before they occur, rather than evaluating outputs after the fact.

Question 3

Concertive control produces less stress for workers than bureaucratic control.

Accepted Answer

Concertive control may lead to even more stress for workers to conform to expectations than bureaucratic control, since workers must satisfy all team members, rather than only the boss.

Question 4

Cybernetic feasibility refers to the extent to which it is possible to implement each step in the control process.

Accepted Answer

Cybernetic feasibility assesses the practicality of executing each step in a control process, ensuring that the necessary technology and resources are available to implement the control mechanisms effectively.

Question 5

Control loss usually has no effect on goal achievement.

Accepted Answer

Control loss can hinder goal achievement as it indicates a lack of effective control measures, leading to deviations from planned objectives.

Question 6

Implementing controls is always worthwhile.

Accepted Answer

Implementing controls is not always worthwhile as it depends on the cost-benefit analysis, risk level, and specific context of the situation.

Question 7

Concurrent control seeks to prevent or minimize performance deficiencies before they occur.

Accepted Answer

Concurrent control involves monitoring and adjusting ongoing activities to ensure they conform to standards, rather than preventing issues before they occur.

Question 8

In the behavioral approach to managerial control, a company's widely shared values and beliefs guide workers' behavior and decisions.

Accepted Answer

In the behavioral approach to managerial control, a company's widely shared values and beliefs guide workers' behavior and decisions.

Question 9

The balanced scorecard approach to control emphasizes measurement of organizational performance in three equally important areas. These areas are finances, internal operations, and innovation and learning.

Accepted Answer

The balanced scorecard approach emphasizes four areas: financial performance, customer knowledge, internal business processes, and learning and growth.

Question 10

Sometimes the costs of control exceed its benefits.

Accepted Answer

In some cases, the resources and efforts required to implement and maintain control measures can outweigh the advantages gained from those controls, leading to a situation where the costs exceed the benefits.

Question 11

Companies may determine standards by evaluating their capacity to enable goal achievement, by listening to customers, by observing competitors, or by benchmarking other companies.

Accepted Answer

Companies can set standards by assessing their own capabilities, gathering customer feedback, analyzing competitors, and benchmarking against other companies to ensure they meet or exceed industry norms and achieve their goals.

Question 12

Control loss occurs when behavior and work procedures merely meet minimally acceptable standards rather than exceeding those minimal standards.

Accepted Answer

The answer of Control loss occurs when behavior and work...

Question 13

The control process begins when managers set goals.

Accepted Answer

The control process in management typically starts with the establishment of clear goals and objectives, which serve as benchmarks for measuring performance and ensuring that organizational activities align with desired outcomes.

Question 14

While the bureaucratic control model is designed to make companies more efficient, effective, and fair, it frequently has the opposite effect.

Accepted Answer

The bureaucratic control model can lead to inefficiencies due to rigid rules and procedures, stifling innovation and adaptability, and creating a focus on compliance over performance.

Question 15

When self-control is used, leaders and managers provide workers with clear boundaries within which they may guide and control their own goals and behaviors.

Accepted Answer

Self-control in a management context involves setting clear boundaries and expectations, allowing employees to manage their own actions and decisions within those parameters.

Question 16

Feedback control is a mechanism for gathering information about performance deficiencies before they occur.

Accepted Answer

Feedback control involves gathering information about performance deficiencies after they occur, allowing for corrective actions to be taken.

Question 17

The objective control approach to managerial control manifests itself as either behavior control or output control.

Accepted Answer

The objective control approach involves monitoring either the behaviors of employees (behavior control) or the results they achieve (output control) to ensure organizational goals are met.

Question 18

Control is achieved when behavior and work procedures conform to set standards and that the company goals are accomplished.

Accepted Answer

Control in management ensures that activities are completed in ways that lead to the achievement of organizational goals by aligning behavior and procedures with established standards.

Question 19

Benchmarking is the process of setting corporate norms.

Accepted Answer

Benchmarking is the process of comparing an organization's processes, products or services with those of other organizations or industry standards to identify areas of improvement. It is not about setting corporate norms but rather understanding what industry standards are and improving processes and solutions to meet or exceed these standards.

Question 20

The balanced scorecard method of control minimizes the chance of suboptimization.

Accepted Answer

The balanced scorecard method provides a comprehensive view by evaluating multiple perspectives (financial, customer, internal processes, learning and growth), reducing the risk of focusing too narrowly on one area and thus minimizing suboptimization.

Quiz 14: Control

Control is an intermittent activity that requires periodic attention from managers once or twice a month.

Feedforward control provides information about performance deficiencies by monitoring inputs, not outputs.

Concertive control produces less stress for workers than bureaucratic control.

Cybernetic feasibility refers to the extent to which it is possible to implement each step in the control process.

Control loss usually has no effect on goal achievement.

Implementing controls is always worthwhile.

Concurrent control seeks to prevent or minimize performance deficiencies before they occur.

In the behavioral approach to managerial control, a company's widely shared values and beliefs guide workers' behavior and decisions.

The balanced scorecard approach to control emphasizes measurement of organizational performance in three equally important areas. These areas are finances, internal operations, and innovation and learning.

Sometimes the costs of control exceed its benefits.

Companies may determine standards by evaluating their capacity to enable goal achievement, by listening to customers, by observing competitors, or by benchmarking other companies.

Control loss occurs when behavior and work procedures merely meet minimally acceptable standards rather than exceeding those minimal standards.

The control process begins when managers set goals.

While the bureaucratic control model is designed to make companies more efficient, effective, and fair, it frequently has the opposite effect.

When self-control is used, leaders and managers provide workers with clear boundaries within which they may guide and control their own goals and behaviors.

Feedback control is a mechanism for gathering information about performance deficiencies before they occur.

The objective control approach to managerial control manifests itself as either behavior control or output control.

Control is achieved when behavior and work procedures conform to set standards and that the company goals are accomplished.

Benchmarking is the process of setting corporate norms.

The balanced scorecard method of control minimizes the chance of suboptimization.