In the behavioral approach to managerial control, a company's widely shared values and beliefs guide workers' behavior and decisions.
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Q4: Cybernetic feasibility refers to the extent to
Q5: Control loss usually has no effect on
Q6: Implementing controls is always worthwhile.
Q7: Concurrent control seeks to prevent or minimize
Q8: Concertive control produces less stress for workers
Q9: The balanced scorecard approach to control emphasizes
Q10: Sometimes the costs of control exceed its
Q11: Companies may determine standards by evaluating their
Q12: Control loss occurs when behavior and work
Q13: The control process begins when managers set
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