Question 1

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

Accepted Answer

The balanced scorecard gives top managers a fast but comprehensive view of the organization via four indicators: (1)customer satisfaction, (2)internal processes, (3)innovation and improvement activities,and (4)financial measures.

Question 2

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

Question 3

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.Examples include equipment controls to monitor the use of computers,cars,and other machinery.

Question 4

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

Accepted Answer

Bureaucratic control works well in organizations in which the tasks are explicit and certain.While rigid,it can be an effective means of ensuring that performance standards are being met.

Question 5

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

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

Question 6

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

Accepted Answer

The balanced scorecard gives top managers a fast but comprehensive view of the organization via four indicators: (1)customer satisfaction, (2)internal processes, (3)innovation and improvement activities,and (4)financial measures.

Question 7

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

Accepted Answer

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

Question 8

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

Accepted Answer

Bureaucratic control is an approach to organizational control that is characterized by use of rules,regulations,and formal authority to guide performance.

Question 9

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

Accepted Answer

A strategy map is a visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that everyone in the company can understand how their jobs are linked to the overall objectives of the organization.

Question 10

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 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,and so on.

Question 11

Supervisors are responsible for operational control.

Accepted Answer

Operational control is done mainly by first-level managers,those with titles such as "department head," "team leader," or "supervisor."

Question 12

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 is an approach to organizational control that is characterized by informal and organic structural arrangements,the opposite of bureaucratic control.This form of control aims to get increased employee commitment,using the corporate culture,group norms,and workers taking responsibility for their performance.

Question 13

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.

Question 14

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

Managers in measurement-managed companies more frequently reported strong teamwork and cooperation among the management team and more willingness to take risks.

Question 15

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

Accepted Answer

When performance meets or exceeds the standards set,managers should give rewards,ranging from giving a verbal "Job well done" to more substantial payoffs such as raises,bonuses,and promotions to reinforce good behavior.

Question 16

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

Accepted Answer

Measurement-managed companies are those in which senior management reportedly agreed on measurable criteria for determining strategic success,and management updated and reviewed semiannual performance measures in three or more of six primary performance areas.The six areas were financial performance,operating efficiency,customer satisfaction,employee performance,innovation/change,and community/environment.

Question 17

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

Accepted Answer

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

Question 18

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

Accepted Answer

Financial measures such as quarterly sales have been criticized as being shortsighted and not reflecting contemporary value-creating activities.Moreover,critics say that traditional financial measures don't improve customer satisfaction,quality,or employee motivation.

Question 19

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 20

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.

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

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.

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

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.

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

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.

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

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.

Supervisors are responsible for operational control.

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.

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

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.

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

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

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

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

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