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Foundations of Control 2
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Foundations of Control 2
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25 Questions

1. Control is the only managerial function that allows managers to make sure that organizational goals are being met.
2. The criterion that determines the effectiveness of a control system is how well it reduces unnecessary costs.
3. Control is the process of monitoring and evaluating activities to ensure that they are being accomplished as planned.
4. A major advantage of feedforward control is that it increases employee motivation.
5. The control process is a two-step process that measures and compares.
6. Henry Ford basing his assembly line on practices he viewed in Chicago slaughterhouses is an example of benchmarking.
7. A management information system (MIS) focuses on providing managers with the raw data that pertains to the organization.
8. A rigid, militaristic, high-pressure workplace that includes intimidation is likely to be a dysfunctional work environment.
9. The key to feedforward controls is taking action while the problem is occurring.
10. Direct supervision is the best-known form of concurrent control.
11. A major drawback of an oral report is that there is no way to store the information in the report for later reference.
12. Management of a global company often relies on highly formalized reports as controls for distant operations.
13. The value of the control function lies in three areas: planning, organizing, and motivating.
14. Profitability ratios are a traditional way for a company to measure success.
15. The major drawback of feedback control is that by the time the manager has the information, the problem has already occurred.
16. Personal observation as a form of control measurement requires little time.
17. A scorecard with respect to organizational performance should always focus on all four performance areas equally.
18. An effective control system can help managers delegate authority to employees with confidence.
19. Employee theft amounts to less than $450 annually per worker in the United States.
20. A single business cannot experience both underperformance and overperformance at the same time.
21. A GPS that tells you that you are making a wrong turn is an example of concurrent control.
22. Performance feedback should focus on general rather than specific employee work behaviors.
23. Negative performance feedback should focus on behaviors that the employee can control.
24. MBWA can pick up moods and attitudes that other forms of measurement miss.
25. Controlling provides a critical link back to planning that compares actual outcomes to planned outcomes.

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