The document outlines the learning objectives and test questions for a chapter on controlling in organizations. It covers explaining the foundations of control, identifying the phases of the corrective control model, describing primary control methods, and explaining corporate governance issues. The questions are categorized by their learning objective, type (true/false, multiple choice, essay), and difficulty level (easy, moderate, difficult).
This document provides an overview of key concepts in decision making, including:
1) Decisions are made under conditions of certainty, risk, or uncertainty depending on what is known about the problem and potential solutions.
2) Decisions can be classified as routine, adaptive, or innovative based on how common the problem is and how established the solutions may be.
3) There are three basic models of decision making - rational, bounded rationality, and political. The rational model follows a systematic process while the political model considers organizational politics and power dynamics.
The document provides an overview of the evolution of management theories and viewpoints, as well as learning objectives and test questions related to the chapter. Specifically, it discusses the three branches of the traditional viewpoint (bureaucratic, scientific, administrative), the behavioral viewpoint's contributions, how systems and quantitative techniques can improve performance, the two components of the contingency viewpoint, and the impact of quality on management practices. The test correlation table maps learning objectives to question types and difficulty levels. Multiple choice and true/false questions with answers are provided to assess understanding of the chapter concepts.
This document provides a test correlation table and questions for Chapter 12 on organizational change and learning. It outlines the learning objectives, question types (true/false, multiple choice, essay), and level of difficulty (easy, moderate, difficult) for each objective. The objectives cover types of organizational change, the planning process for change, methods of change, how innovation relates to change, and how learning organizations foster change. The table is followed by sample true/false and multiple choice questions mapped to the objectives and difficulty levels.
This document provides a test correlation table and learning objectives for a chapter on environmental forces that influence organizations. The table lists true/false, multiple choice, and essay style questions mapped to three levels of difficulty that assess comprehension of the chapter's four learning objectives. The objectives cover how economic/cultural factors influence organizations, the five competitive forces that affect industries, political/legal strategies used by managers, and how technological forces drive industry changes. The document provides a high-level overview of the chapter's content and assessment of student understanding through different question types.
This document provides an overview of managing work teams. It begins with learning objectives about explaining the importance of work teams, identifying types of work teams, stating the meaning and determinants of team effectiveness, describing internal team processes, and explaining how to diagnose and remove barriers to performance. It then provides a correlation table matching questions to these learning objectives at different levels of difficulty. The remainder of the document consists of true/false questions mapping to the learning objectives.
The document provides a chapter summary and test correlation table for a chapter on entrepreneurship. It outlines four learning objectives: 1) explain the role of entrepreneurs and how external factors impact their ventures, 2) describe personal attributes that contribute to entrepreneurial success, 3) outline essential planning steps for potential entrepreneurs, and 4) state the role of intrapreneurs and how organizations can foster intrapreneurship. For each objective, it lists true/false and multiple choice questions at varying levels of difficulty that test comprehension of the chapter concepts.
This document provides a test correlation table and questions for Chapter 11 on organizational design. It covers four learning objectives: 1) describing the two fundamentals of organizing, 2) explaining the five aspects of vertical design, 3) describing four types of horizontal design, and 4) describing two methods of integration. The table lists questions by type (true/false, multiple choice, essay), level of difficulty, and learning objective. It then provides sample true/false and multiple choice questions to assess understanding of the chapter concepts.
1) The document discusses planning and strategy, outlining six learning objectives. It provides a test correlation table that matches learning objectives with question types (true/false, multiple choice, essay) at different levels of difficulty.
2) The true/false and multiple choice questions cover topics like the importance of planning, strategic vs. tactical planning, diversification strategies, corporate strategy levels, and Porter's generic competitive strategies model.
3) Answers are provided for each question referencing the chapter pages for more information. The document serves as a study guide for an exam on planning and strategy concepts.
This document provides an overview of key concepts in decision making, including:
1) Decisions are made under conditions of certainty, risk, or uncertainty depending on what is known about the problem and potential solutions.
2) Decisions can be classified as routine, adaptive, or innovative based on how common the problem is and how established the solutions may be.
3) There are three basic models of decision making - rational, bounded rationality, and political. The rational model follows a systematic process while the political model considers organizational politics and power dynamics.
The document provides an overview of the evolution of management theories and viewpoints, as well as learning objectives and test questions related to the chapter. Specifically, it discusses the three branches of the traditional viewpoint (bureaucratic, scientific, administrative), the behavioral viewpoint's contributions, how systems and quantitative techniques can improve performance, the two components of the contingency viewpoint, and the impact of quality on management practices. The test correlation table maps learning objectives to question types and difficulty levels. Multiple choice and true/false questions with answers are provided to assess understanding of the chapter concepts.
This document provides a test correlation table and questions for Chapter 12 on organizational change and learning. It outlines the learning objectives, question types (true/false, multiple choice, essay), and level of difficulty (easy, moderate, difficult) for each objective. The objectives cover types of organizational change, the planning process for change, methods of change, how innovation relates to change, and how learning organizations foster change. The table is followed by sample true/false and multiple choice questions mapped to the objectives and difficulty levels.
This document provides a test correlation table and learning objectives for a chapter on environmental forces that influence organizations. The table lists true/false, multiple choice, and essay style questions mapped to three levels of difficulty that assess comprehension of the chapter's four learning objectives. The objectives cover how economic/cultural factors influence organizations, the five competitive forces that affect industries, political/legal strategies used by managers, and how technological forces drive industry changes. The document provides a high-level overview of the chapter's content and assessment of student understanding through different question types.
This document provides an overview of managing work teams. It begins with learning objectives about explaining the importance of work teams, identifying types of work teams, stating the meaning and determinants of team effectiveness, describing internal team processes, and explaining how to diagnose and remove barriers to performance. It then provides a correlation table matching questions to these learning objectives at different levels of difficulty. The remainder of the document consists of true/false questions mapping to the learning objectives.
The document provides a chapter summary and test correlation table for a chapter on entrepreneurship. It outlines four learning objectives: 1) explain the role of entrepreneurs and how external factors impact their ventures, 2) describe personal attributes that contribute to entrepreneurial success, 3) outline essential planning steps for potential entrepreneurs, and 4) state the role of intrapreneurs and how organizations can foster intrapreneurship. For each objective, it lists true/false and multiple choice questions at varying levels of difficulty that test comprehension of the chapter concepts.
This document provides a test correlation table and questions for Chapter 11 on organizational design. It covers four learning objectives: 1) describing the two fundamentals of organizing, 2) explaining the five aspects of vertical design, 3) describing four types of horizontal design, and 4) describing two methods of integration. The table lists questions by type (true/false, multiple choice, essay), level of difficulty, and learning objective. It then provides sample true/false and multiple choice questions to assess understanding of the chapter concepts.
1) The document discusses planning and strategy, outlining six learning objectives. It provides a test correlation table that matches learning objectives with question types (true/false, multiple choice, essay) at different levels of difficulty.
2) The true/false and multiple choice questions cover topics like the importance of planning, strategic vs. tactical planning, diversification strategies, corporate strategy levels, and Porter's generic competitive strategies model.
3) Answers are provided for each question referencing the chapter pages for more information. The document serves as a study guide for an exam on planning and strategy concepts.
This document provides a test correlation table and questions for a chapter about managing in a dynamic environment. The chapter covers three main learning objectives: 1) define managers and management, 2) explain what managers do, and 3) describe managerial competencies. The table correlates questions to the learning objectives and indicates whether questions are easy, moderate, or difficult. The document then provides 60 true/false questions and 20 multiple choice questions related to the chapter content and learning objectives.
1) The document discusses managing globally and provides learning objectives and test questions related to characteristics of the global economy, how culture affects business practices, political-legal forces on international business, major trade agreements, and international business strategies.
2) It includes true/false and multiple choice questions mapped to the learning objectives, covering topics such as forces driving globalization, cultural dimensions like time orientation and value systems, assessing political risk, trade agreements like the WTO and NAFTA, and international entry strategies.
3) The test correlation table lists the learning objectives, associated question types and levels of difficulty for easy, moderate, and difficult questions.
This document provides an overview of organizational culture and cultural diversity. It includes learning objectives, test correlation tables, true/false questions, and multiple choice question previews related to:
1) Describing the core elements of organizational culture including symbols, language, values, norms, and narratives.
2) Comparing and contrasting four types of organizational culture: clan, adhocracy, market, and hierarchy.
3) Discussing several types of subcultures that may exist within organizations including departmental, generational, and gender-based subcultures.
4) Describing several activities for successfully managing diversity such as surveys, training, and establishing employee resource groups.
This document provides a test correlation table and learning objectives for a chapter on managing human resources. The table lists the chapter's learning objectives and correlates them with different types of test questions (true/false, multiple choice, essay) at different levels of difficulty (easy, moderate, difficult). It then provides examples of test questions for each objective, including the question, answer, rationale, and difficulty level. The chapter appears to cover topics like the strategic importance of human resources, employment laws and regulations, human resources planning, recruitment and hiring, training and development, performance appraisals, and compensation.
The document is a chapter about ethics and stakeholder social responsibility from a textbook. It includes learning objectives, a test correlation table mapping questions to those objectives at different difficulty levels, and sample true/false and multiple choice questions. The chapter discusses the importance of ethics for businesses and individuals, forces that shape ethical behavior, approaches to ethical decision making, and stakeholder social responsibility. It provides examples of ethical dilemmas that companies may face and how their decisions impact stakeholders.
This document provides a test correlation table that matches learning objectives from Chapter 9 on planning and decision aids with different types of test questions (true/false, multiple choice, essay) at varying levels of difficulty (easy, moderate, difficult). It lists the learning objectives, describes the types of questions, and provides examples of questions testing the objectives at the different difficulty levels. The table correlates questions from the chapter with the objectives and difficulty levels to help assess student comprehension.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document contains a chapter on work motivation from a textbook. It includes learning objectives about different theories of motivation, such as the managerial approach, reinforcement theory, expectancy theory, and job characteristics theory. There are also true/false questions and multiple choice questions testing understanding of these motivation theories.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
Douglas Bernhardt is a visiting lecturer in competitive intelligence at two business schools in South Africa and provides consulting and training services for firms in Africa, Europe, and the Middle East. He previously served as Managing Director for a Geneva-based consultancy. In this article, he argues that many business strategies will not work due to over-optimistic projections rather than sustainable competitive advantages. He asserts that executives must become open-minded consumers of strategic intelligence on the external environment to better plan for the future.
This document discusses tests used to measure aquifer hydraulic properties for contaminant hydrogeology. It explains that aquifer properties are typically characterized at a large scale using pumping tests, but contaminant transport is influenced by heterogeneity at smaller scales. Accurately characterizing hydraulic conductivity spatial variability at finer scales is important for effective remediation system design, as contaminant plumes and high flux zones can span orders of magnitude over short distances. Failing to detect this heterogeneity could result in over- or under-designed remediation systems.
The document provides an outline and details on performance execution. It discusses key components of performance execution including training and coaching, motivation and counseling, and feedback and alignment. For training and coaching, it defines them and discusses their purposes, processes, and how they can improve employee performance and organizational goals. For motivation and counseling, it defines motivation, discusses how it impacts performance, and guidelines for keeping employees motivated. It also defines counseling and its functions. For feedback and alignment, it defines feedback and discusses its purposes and how it should be delivered to be effective in improving performance.
This document discusses strategic planning and performance management. It defines strategic planning as assessing an organization's environment, mission, vision, goals and strategies. The author explains how to conduct environmental and gap analyses and develop a mission, vision and goals. Additionally, it emphasizes aligning performance management with strategic plans by linking job descriptions, individual goals, and rewards to the organization and unit missions and strategies. This ensures employees' daily activities support the strategic plan and motivates performance.
The document contains a student's attempts at a multiple choice quiz on chapter 6 of an unknown subject. The student scored poorly on the first few attempts, getting only 10% or 0% correct, but improved to 10% correct on the fifth attempt. The quiz addressed topics like job design strategies, empowerment, self-leadership, and types of reward systems.
This document provides an outline for a paper on performance appraisal. It begins with an introduction that defines performance appraisal and discusses its purpose. It then covers topics such as performance interview and feedback, different performance appraisal methods including traditional versus modern approaches, the use of appraisal forms, and types of appraisers such as supervisors, peers, subordinates, self, and customers. The outline provides subheadings for most of the main topics and issues to be discussed in the paper.
This document discusses the key components of an effective performance management process: performance planning, execution, assessment, review, and renewal. It outlines the prerequisites of understanding an organization's mission/goals and employees' job descriptions. Performance planning establishes objectives, standards, and development plans. Regular feedback during execution is important. Assessment incorporates self, manager and other ratings. Reviews evaluate past performance and set new goals. The cycle renews with insights from previous phases. The process works best when all components are implemented well and clearly linked.
Corporate Level Strategy: Creating Value through DiversificationAngelica Angelo Ocon
The document discusses various strategies for corporate-level diversification, including related and unrelated diversification. It explains that related diversification can achieve synergistic benefits through economies of scope and market power by leveraging core competencies and sharing resources and activities across similar businesses. Unrelated diversification seeks to create value through corporate restructuring, parenting, and portfolio management activities provided by the corporate office. The document provides examples of companies that have successfully implemented various diversification strategies and discusses the potential benefits, risks and tradeoffs involved.
P&G is a large multinational consumer goods company founded in 1837 with a portfolio of over 300 brands. It has a presence in over 180 countries and touches over 2 billion consumers daily. A SWOT analysis identifies P&G's strengths as its long history and experience, large brand portfolio, and extensive R&D spending. Weaknesses include losing market share and lagging in online marketing. Opportunities exist in expanding in emerging markets and developing products for male consumers. Threats include intense competition, cheaper private labels, and economic challenges.
Ch03 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses organizational environments and how organizations manage uncertainty. It defines the specific and general environments and factors like complexity, dynamism, and richness that cause uncertainty. Organizations use strategies like developing reputations, co-optation, strategic alliances, and mergers to manage dependencies with other organizations for resources. Transaction cost theory also explains how organizations minimize costs of exchanging resources externally through various linkage mechanisms or internally.
This document provides a test correlation table and questions for a chapter about managing in a dynamic environment. The chapter covers three main learning objectives: 1) define managers and management, 2) explain what managers do, and 3) describe managerial competencies. The table correlates questions to the learning objectives and indicates whether questions are easy, moderate, or difficult. The document then provides 60 true/false questions and 20 multiple choice questions related to the chapter content and learning objectives.
1) The document discusses managing globally and provides learning objectives and test questions related to characteristics of the global economy, how culture affects business practices, political-legal forces on international business, major trade agreements, and international business strategies.
2) It includes true/false and multiple choice questions mapped to the learning objectives, covering topics such as forces driving globalization, cultural dimensions like time orientation and value systems, assessing political risk, trade agreements like the WTO and NAFTA, and international entry strategies.
3) The test correlation table lists the learning objectives, associated question types and levels of difficulty for easy, moderate, and difficult questions.
This document provides an overview of organizational culture and cultural diversity. It includes learning objectives, test correlation tables, true/false questions, and multiple choice question previews related to:
1) Describing the core elements of organizational culture including symbols, language, values, norms, and narratives.
2) Comparing and contrasting four types of organizational culture: clan, adhocracy, market, and hierarchy.
3) Discussing several types of subcultures that may exist within organizations including departmental, generational, and gender-based subcultures.
4) Describing several activities for successfully managing diversity such as surveys, training, and establishing employee resource groups.
This document provides a test correlation table and learning objectives for a chapter on managing human resources. The table lists the chapter's learning objectives and correlates them with different types of test questions (true/false, multiple choice, essay) at different levels of difficulty (easy, moderate, difficult). It then provides examples of test questions for each objective, including the question, answer, rationale, and difficulty level. The chapter appears to cover topics like the strategic importance of human resources, employment laws and regulations, human resources planning, recruitment and hiring, training and development, performance appraisals, and compensation.
The document is a chapter about ethics and stakeholder social responsibility from a textbook. It includes learning objectives, a test correlation table mapping questions to those objectives at different difficulty levels, and sample true/false and multiple choice questions. The chapter discusses the importance of ethics for businesses and individuals, forces that shape ethical behavior, approaches to ethical decision making, and stakeholder social responsibility. It provides examples of ethical dilemmas that companies may face and how their decisions impact stakeholders.
This document provides a test correlation table that matches learning objectives from Chapter 9 on planning and decision aids with different types of test questions (true/false, multiple choice, essay) at varying levels of difficulty (easy, moderate, difficult). It lists the learning objectives, describes the types of questions, and provides examples of questions testing the objectives at the different difficulty levels. The table correlates questions from the chapter with the objectives and difficulty levels to help assess student comprehension.
This document contains a chapter on organizational communication from a textbook. It includes 42 true/false questions testing comprehension of key concepts about communication processes in organizations. It also includes 23 multiple choice questions assessing understanding of topics like encoding, decoding, channels, and types of messages used. Key points covered include the importance of communication in organizations, elements of the communication process, and the role of both verbal and nonverbal communication.
This document contains a chapter on work motivation from a textbook. It includes learning objectives about different theories of motivation, such as the managerial approach, reinforcement theory, expectancy theory, and job characteristics theory. There are also true/false questions and multiple choice questions testing understanding of these motivation theories.
This document contains a chapter on leadership dynamics with 6 learning objectives. It provides true/false and multiple choice questions with answers on theories and models of leadership, including:
- Leadership involves influence, change, and shared purpose between leaders and followers.
- Behavioral models show leadership behaviors can be learned and focus on differences between effective and ineffective leaders.
- Contingency models like Situational Leadership state the best leadership style depends on the situation.
- Transformational leaders inspire followers through vision and innovation.
- Developing leaders requires training, mentoring, and on-the-job experience.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
Douglas Bernhardt is a visiting lecturer in competitive intelligence at two business schools in South Africa and provides consulting and training services for firms in Africa, Europe, and the Middle East. He previously served as Managing Director for a Geneva-based consultancy. In this article, he argues that many business strategies will not work due to over-optimistic projections rather than sustainable competitive advantages. He asserts that executives must become open-minded consumers of strategic intelligence on the external environment to better plan for the future.
This document discusses tests used to measure aquifer hydraulic properties for contaminant hydrogeology. It explains that aquifer properties are typically characterized at a large scale using pumping tests, but contaminant transport is influenced by heterogeneity at smaller scales. Accurately characterizing hydraulic conductivity spatial variability at finer scales is important for effective remediation system design, as contaminant plumes and high flux zones can span orders of magnitude over short distances. Failing to detect this heterogeneity could result in over- or under-designed remediation systems.
The document provides an outline and details on performance execution. It discusses key components of performance execution including training and coaching, motivation and counseling, and feedback and alignment. For training and coaching, it defines them and discusses their purposes, processes, and how they can improve employee performance and organizational goals. For motivation and counseling, it defines motivation, discusses how it impacts performance, and guidelines for keeping employees motivated. It also defines counseling and its functions. For feedback and alignment, it defines feedback and discusses its purposes and how it should be delivered to be effective in improving performance.
This document discusses strategic planning and performance management. It defines strategic planning as assessing an organization's environment, mission, vision, goals and strategies. The author explains how to conduct environmental and gap analyses and develop a mission, vision and goals. Additionally, it emphasizes aligning performance management with strategic plans by linking job descriptions, individual goals, and rewards to the organization and unit missions and strategies. This ensures employees' daily activities support the strategic plan and motivates performance.
The document contains a student's attempts at a multiple choice quiz on chapter 6 of an unknown subject. The student scored poorly on the first few attempts, getting only 10% or 0% correct, but improved to 10% correct on the fifth attempt. The quiz addressed topics like job design strategies, empowerment, self-leadership, and types of reward systems.
This document provides an outline for a paper on performance appraisal. It begins with an introduction that defines performance appraisal and discusses its purpose. It then covers topics such as performance interview and feedback, different performance appraisal methods including traditional versus modern approaches, the use of appraisal forms, and types of appraisers such as supervisors, peers, subordinates, self, and customers. The outline provides subheadings for most of the main topics and issues to be discussed in the paper.
This document discusses the key components of an effective performance management process: performance planning, execution, assessment, review, and renewal. It outlines the prerequisites of understanding an organization's mission/goals and employees' job descriptions. Performance planning establishes objectives, standards, and development plans. Regular feedback during execution is important. Assessment incorporates self, manager and other ratings. Reviews evaluate past performance and set new goals. The cycle renews with insights from previous phases. The process works best when all components are implemented well and clearly linked.
Corporate Level Strategy: Creating Value through DiversificationAngelica Angelo Ocon
The document discusses various strategies for corporate-level diversification, including related and unrelated diversification. It explains that related diversification can achieve synergistic benefits through economies of scope and market power by leveraging core competencies and sharing resources and activities across similar businesses. Unrelated diversification seeks to create value through corporate restructuring, parenting, and portfolio management activities provided by the corporate office. The document provides examples of companies that have successfully implemented various diversification strategies and discusses the potential benefits, risks and tradeoffs involved.
P&G is a large multinational consumer goods company founded in 1837 with a portfolio of over 300 brands. It has a presence in over 180 countries and touches over 2 billion consumers daily. A SWOT analysis identifies P&G's strengths as its long history and experience, large brand portfolio, and extensive R&D spending. Weaknesses include losing market share and lagging in online marketing. Opportunities exist in expanding in emerging markets and developing products for male consumers. Threats include intense competition, cheaper private labels, and economic challenges.
Ch03 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses organizational environments and how organizations manage uncertainty. It defines the specific and general environments and factors like complexity, dynamism, and richness that cause uncertainty. Organizations use strategies like developing reputations, co-optation, strategic alliances, and mergers to manage dependencies with other organizations for resources. Transaction cost theory also explains how organizations minimize costs of exchanging resources externally through various linkage mechanisms or internally.
Opportunity and Threat of External EnvironmentNoonamsom
The document discusses analyzing an organization's external environment. It defines the external environment and different types of external factors that can influence an organization. These include the general environment, industry environment, and competitor environment. The document provides details on how to analyze each of these environments, including using Porter's Five Forces model to analyze the industry environment. It also discusses using SWOT analysis to understand an organization's opportunities and threats in the external environment. The overall aim is to help organizations understand external factors they don't control but must adapt to in order to survive and grow.
Total Quality Management (TQM) is a management approach that aims to improve quality in all areas of an organization by involving all employees. It focuses on meeting customer needs now and in the future through continuous improvement. Key aspects of TQM include establishing quality goals, identifying customer needs, developing product and process features to meet those needs, and establishing process controls. Senior management plays an important role in TQM through activities like problem solving, communication, recognition and reward, and leading cultural change to prioritize quality and customer satisfaction.
The Impact of Human Resources Management Practices on Perception of Organizat...surendra poudel
This document summarizes a study that examined the impact of human resource management practices on perceptions of organizational performance. It provides details on the study's purpose, methodology, variables examined, data analysis approach, and results. Specifically, it measured the relationship between employee skills/motivation/job characteristics and perceived organizational and market performance based on survey responses from 590 individuals across various organizations. The results of regression analyses showed some HR practices like training, incentives, and internal labor markets were positively associated with performance perceptions.
This document provides information about getting fully solved MBA assignments. It instructs students to send their semester and specialization details to an email address or call a phone number to receive solved assignments. It then provides a sample assignment on the topic of management control systems. The assignment contains 8 questions related to management control concepts like formal control processes, task vs management control, the impact of the internet, management audits, withholding taxes, the nature of management control systems, and differences between revenue and expense responsibility centers.
The Factor-F: A Measure of the Human-Power Resource Quality to Diagnose Segme...Peter Anyebe
Given the concept of the quantum wave function collapse, QWFC which concept derives from the Dick Feynman principle of the sum over histories, SOH the factor-F would actually be a measure of what the person, F has done with the freewill; to describe the adoption of the natural order, N-O with which the personal order, P-O would have been traded. The quality of the transaction would be evident in the scores on the metrics Nu, ScT, C, and S; as well as in the prediction of the F-Score or FN, from the factor-F.
Thus the typical human person, F is reduced into the four, 4 strategic metrics that include Nu, which quantifies the approximation of the N-O, which N-O operationalizes the path integral and QWFC, for Nu → 4. Nu is a measure of consistency (learning?). Secondly, ScT measures the effort (work?) that was made, to attain the observed level of consistency, for ScT → 0.5. Both are indices, which are non-dimensional. Then C would be real, to put a concrete value on character, C according to the appropriateness, RGT of the responses, RES to the proddings from the universe, for RES → RGT; which value would be optimum at a unity, for C → 1. And fourthly S would also be real, to quantify soul, S also for S → 1. Both C and S predict the appraised return on investment, ROIApp, for ROIApp → S. In this case, C is input to the appraisal model, and S would predict the output.
Then the identity of the human person would be defined uniquely by soul, S to provide the basis for diagnoses by the four, 4 strategic features of soul that include creativity, fp productivity, fs thought pattern, f0 and behavior pattern, Po. And learning which would be the process that defines identity, would be reduced into the four, 4 strategic features that include character, C soul, S personality, F and self-containment, ScT. These provide the basis for succession planning.
For diagnoses, the workforce is segmented into those who function within, and those who function outside the box. The latter would be domain experts, who are leaders in their various professions. They would usually be at once creative and productive. Ultimately, they would be able to derive the standard procedures for the performance at the essential tasks in the professions. This gives the former the opportunity to play catch up, when they perform at tasks by these procedures. This former group would usually be productive, but not creative. For succession planning, the time series graph for learning is adopted. Then the hopefuls would comprise those whose graphs are normal, at the organization’s optimum performance, when BHI = 1.4142.
The document discusses trends in strategic management, including the rise of new economy concepts in the 1990s, major themes in business strategy like cost cutting and outsourcing, and forces shaping company strategies in the early 2000s like advances in technology and demands from society. It also covers emerging organizational forms like process-based organizations, project-based organizations, and network organizations. Key leadership competencies needed for the future are discussed, like creativity, flexibility, and vision. Complexity theory and its implications for management, like emergence and agent-based search, are summarized.
ADV Slides: Why Organizations Don’t Change When They Need ToDATAVERSITY
So you have a great idea for the data in your organization. Maybe it’s been acknowledged by some prominent leaders, but nothing ever happens. When the speaker has done his Action Plans for organizations over the years, he’s heard more questions from clients directed elsewhere in the organization about how to get the initiatives moving than he has heard about the initiatives he is creating. Organizations are mostly not good at moving good ideas forward.
Why does this happen and what can be done about it? The speaker will share his experience with utilizing his favorite skill – getting things done in enterprises.
Dislodge the logjams, make data a key asset, and make your organization an attractive, progressive place for data talent in 2021.
The multiple linear regression model aims to predict water cases produced from four predictor variables: run time, downtime, setup time, and efficiency. Preliminary analysis found run time has the highest correlation to water cases. Residual analysis showed non-constant variance, so a square root transformation of water cases was tested but did not improve the model. Further analysis is needed to develop the best-fitting multiple linear regression model.
This is a chapter on Total QUality management that spells out the importance of approaching quality as a team and not as a hierarchical distribution and delegation of responsibilities. The emphasis is the Deming philosophy on quality management
QM0012- STATISTICAL PROCESS CONTROL AND PROCESS CAPABILITYsmumbahelp
This document provides information about a fully solved assignment for students. It lists the semester, specialization, subject code, name, credits, and marks. It also provides 6 questions related to statistical process control and process capability. For each question, it provides the evaluation scheme and space to write the answer. The questions cover topics like Pareto charts, scatter diagrams, Poisson distribution, hypothesis testing, analysis of variance, attribute control charts, and the methodology for statistical process control implementation.
Tools to enhance perform & patient safetySanjeev Pai
This document discusses strategies and tools for effective communication to enhance team performance and patient safety. It introduces TeamSTEPPS, a teamwork system developed by the Department of Defense and Agency for Healthcare Research and Quality to improve communication and other teamwork skills among healthcare professionals. Specific communication strategies described include SBAR, call-outs, check-backs and handoffs. Effective communication is identified as a key factor in patient safety and reducing medical errors.
This study analyzed competency mapping at Adecco Service Organizations in Chennai, India. The objectives were to identify differences in employee performance and competency gaps. Data was collected through questionnaires given to 50 employees, with 48 responses deemed valid. Statistical analysis found a significant difference between actual and expected employee performance. A competency gap was identified in 11 dimensions, ranging from 211 to 257, using a competency mapping framework. The study provides insights into competency development needs at Adecco to improve employee performance.
Chaitanya Kosaraju Week 4 discussionCOLLAPSETop of FormHan.docxketurahhazelhurst
Chaitanya Kosaraju
Week 4 discussion
COLLAPSE
Top of Form
Handling risks in an all-encompassing manner is testing, and building a successful system for its administration is testing. It is fascinating to take note of that there is considerably more understanding from the center gathering and different analysts about what successful hazard the executives resembles than how to do it. Some of the characteristics and functions of an effective risk management program are:
Focus on what is important: The main inquiry we should pose is 'What are we attempting to protect? "There's no ideal bundle, and some leftover hazard should consistently be taken." A third included "Dangers are unavoidable, however it's the manner by which they're dealt with—our reaction, possibility plans, group preparation, and flexibility. Consequently, the focal point of effective risk management ought not to be tied in with saying "no" to a hazard, yet how to state "yes," along these lines fabricating an increasingly deft endeavor. Many trust the time has come to perceive that hazard can't be overseen exclusively through controls, strategies, and innovation yet that all workers must comprehend the ideas and objectives of hazard the board in light of the fact that the undertaking will consistently need to depend on their judgment somewhat. Therefore they will in general representative numerous parts of hazard the executives to lower levels in the association, accordingly anticipating the improvement of any more extended term, by and large vision
Expect changes over time: In acknowledgment of anticipated changes, most member associations have a required hazard evaluation at key stages in the framework improvement procedure to catch the hazard picture associated with a specific undertaking at a few in time and many have normal, progressing audits of required operational controls on a yearly or half-yearly premise to do something very similar.
View risks from multiple levels and perspectives: Rather than managing security incidents in an each one in turn way, it is essential to do main driver examination so as to comprehend chances in an increasingly multifaceted manner. Until now, chance administration has would in general spotlight to a great extent on the operational and strategic levels and not saw in a vital manner. Moreover, hazard, security, and consistence are frequently intermixed in individuals' minds. Each of these is a substantial and novel focal point through which to view hazard and ought not to be viewed just like the equivalent. Observing and adjusting to new universal principles and laws, finishing by and large wellbeing checks, and investigation of potential dangers are other new components of hazard that ought to be fused into a company's general way to deal with hazard the board.
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The appropriate risk response will be different from organization to organization, depending on how management views the risk in terms of magnitude. T ...
The document contains pseudocode and code examples for various algorithms:
1. An if-then-else statement that checks if x is less than 10 and prints or assigns x depending on if it is less than 5.
2. Pseudocode for calculating the average of a set of values by summing them and counting them, discarding values after "end of data".
3. Code to find the real and imaginary roots of a quadratic equation by calculating the discriminant and using appropriate formulas based on its sign.
1. The document discusses forced oscillations and resonance through examples of solving differential equations using trial solutions with undetermined coefficients.
2. Trial solutions of various forms like cos(ωt), sin(ωt) are used to find particular solutions, which are combined with the general solution to satisfy initial conditions.
3. Resonance occurs when the frequency of oscillation of the driving force matches the natural frequency of vibration, leading to an amplified response.
This section introduces differential equations and their use in mathematical modeling. It provides examples of verifying solutions to differential equations by direct substitution. Typical problems show finding an integrating constant to satisfy an initial condition. Differential equations are derived from descriptions of real-world phenomena involving rates of change. The section establishes foundational knowledge of differential equations and their solution methods.
The document summarizes the method of undetermined coefficients for solving nonhomogeneous linear differential equations. It provides examples of using the method to find the particular solution by making an educated guess of the form of the solution, substituting it into the differential equation, and solving for the coefficients. It also discusses addressing duplication with the complementary function to find the appropriate trial function.
This document discusses various types of mechanical vibrations including undamped, underdamped, critically damped, and overdamped motion. It provides examples of solving differential equations describing simple harmonic motion under different damping conditions and applying the solutions to problems involving springs, pendulums, and other oscillating systems. Specific cases are worked through to determine characteristics like frequency, period, and damping behavior.
This document provides solutions to 38 problems involving homogeneous linear differential equations with constant coefficients. Each problem is solved by:
1) Writing the characteristic equation and its roots
2) Writing the corresponding general solution
3) In some cases, imposing initial conditions to find a particular solution
The solutions are presented concisely and systematically in a computational format.
This document summarizes key points about linear differential equations:
1. Students should check that theorems in this section about general solutions of linear equations reduce to those in the previous section for n=2.
2. Examples show finding linear combinations of solutions "by inspection" or trial and error to satisfy given equations.
3. Imposing initial conditions on general solutions yields particular solutions for various differential equations.
This document introduces concepts related to second-order linear differential equations including superposition of solutions, existence and uniqueness of solutions, linear independence, the Wronskian, and general solutions. It provides 16 examples of imposing initial conditions on general solutions to obtain particular solutions. It also includes problems assessing understanding of related concepts and solving characteristic equations.
1. The set of all functions f: R → R with f(0) = 0 is a vector space, as the linear combination of such functions will also satisfy f(0) = 0.
2. The set of all odd functions is a vector space, as any linear combination of odd functions will also be odd.
3. The solution space to the differential equation y''(x) - 5y'(x) = 0 is 2-dimensional with basis {1, e^5x}, as the general solution is Ce^5x + D.
This section discusses linear combinations and independence of vectors. It explains that determining if vectors are linearly dependent or independent involves solving a linear system of equations. The document then provides examples of checking if sets of vectors are linearly dependent or independent by setting up and row reducing the associated coefficient matrix. It demonstrates that the reduced row echelon form reveals whether a nontrivial solution exists, indicating dependence or independence.
1. The document discusses bases and dimensions for vector spaces. A basis for a subspace enables visualizing the subspace as a k-dimensional hyperplane through the origin in Rn.
2. Examples are provided of determining if sets of vectors form a basis by checking if they are linearly independent. The dimension of solution spaces of homogeneous systems is also determined based on the rank of the systems.
3. Specific examples involve finding bases for solution spaces of systems of linear equations by reducing the coefficient matrices to echelon form and writing the general solutions in terms of the basis vectors.
The document discusses subspaces of vector spaces. It provides examples of subsets of Rn and determines whether each subset is a subspace by checking if it is closed under vector addition and scalar multiplication. Some subsets are shown to be subspaces, while others are not subspaces because they fail to satisfy one of the closure properties. The document also uses row reduction to determine the solution spaces of homogeneous linear systems, which must always be subspaces.
The document introduces concepts related to vector spaces including vectors, linear independence, and subspaces. It provides examples in R3 involving determining if sets of vectors are linearly dependent or independent, finding representations of vectors as linear combinations of other vectors, and solving homogeneous and nonhomogeneous systems of equations involving vector coefficients. Key concepts are illustrated through a series of problems involving vectors in R3.
2. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
True/False Questions
Learning Objective 1
1. Control involves the processes for ensuring that behaviors and performance conform to
an organization’s standards, including rules, procedures, and goals.
ANSWER: T, Knowledge, Easy, p. 266
2. Planning prescribes actual behaviors and results, while controls maintain desired
behaviors and results.
ANSWER: F, Knowledge, Moderate, p. 267
3. In most modern corporations, planning and control are substitutes for each other.
ANSWER: F, Knowledge, Easy, p. 267
4. There are four primary sources of control in most organizations.
ANSWER: T, Knowledge, Moderate, p. 268
5. Pressure from a union for an organization to change is an example of shareholder
control.
ANSWER: F, Knowledge, Moderate, p. 269
6. Group control comprises formal policies, rules, and procedures for preventing or
correcting deviations from plans.
ANSWER: F, Knowledge, Difficult, p. 269
7. Employee relationship software at Siebel Systems makes first-line managers
accountable by putting them in control of setting departmental goals.
ANSWER: F, Knowledge, Moderate, pp. 269–270
Learning Objective 2
8. The corrective control model detects deviations from established standards.
ANSWER: T, Knowledge, Moderate, p. 272
9. The first step in the corrective control model is to identify the key characteristics to be
measured.
ANSWER: F, Knowledge, Moderate, p. 272
10. Pareto's law holds that multinational firms should think globally but act locally.
ANSWER: F, Knowledge, Easy, p. 273
11. There are five functional areas of controls performance standards.
246
3. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
ANSWER: T, Knowledge, Easy, p. 274
12. When formal controls put an emphasis on rewards, group controls may emerge to
distort any negative information reported to management.
ANSWER: F, Knowledge, Difficult, p. 274
13. Most customers are not satisfied with the ways organizations handle their complaints.
ANSWER: T, Knowledge, Easy, p. 276
14. Barclays Bank zero defects culture teaches workers that although mistakes are
inevitable, they are not acceptable.
ANSWER: F, Knowledge, Difficult, p. 276
15. The corrective control model is a process for detecting and eliminating or reducing
deviations from an organization’s established standards.
ANSWER: T, Knowledge, Easy, p. 272
16. A formal control subsystem might be created and maintained for an employee, a
department, or an entire organization.
ANSWER: T, Knowledge, Easy, p. 272
17. The principle of selectivity is also known as Pareto’s law.
ANSWER: T, Knowledge, Moderate, p. 273
18. Rules are criteria for evaluating qualitative and quantitative characteristics and should
be set for each characteristic measured.
ANSWER: F, Knowledge, Moderate, p. 273
19. When identifying the key characteristics needed for efficient operations, a manager
decides that it is important to determine if there is a difference between what is
happening at the company and what should be happening. This manager is involved
in the fifth step of the corrective control model.
ANSWER: T, Application, Difficult, p. 275
Learning Objective 3
20. The text discusses six primary types of organizational control: mechanistic, organic,
market, financial, accounting, and automation.
ANSWER: T, Knowledge, Moderate, p. 277
247
4. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
21. Organic controls rely on a centralized authority structure.
ANSWER: F, Knowledge, Easy, p. 277
22. Market controls emerged from economics.
ANSWER: T, Knowledge, Moderate, p. 278
23. Budget control includes the mechanisms for preventing or correcting the misallocation
of resources.
ANSWER: F, Knowledge, Moderate, p. 279
24. Ratio analysis involves selecting two significant figures, expressing their relationship as
a fraction, and comparing its value for two periods of time or with the same ratio of
similar organizations.
ANSWER: T, Knowledge, Moderate, p. 280
25. Denise Logan is a manager at Nextel. Recently she has been informed that some of
the telephone operators have been very rude to customers seeking assistance. In
order to confirm whether or not this is true, Logan approves of a plan to randomly
record the conversations of her operators. This is known as customer monitoring.
ANSWER: F, Application, Difficult, p. 279
26. Budgeting is a form of financial control.
ANSWER: T, Knowledge, Easy, p. 280
27. Activity-based costing is one of the less essential forms of accounting control.
ANSWER: F, Knowledge, Difficult, p. 280
28. A sales budget is a forecast of the expected flow of monetary receipts and
expenditures.
ANSWER: F, Knowledge, Moderate, p. 281
29. The cost view of activity-based costing reflects the flow of costs from resources to
activities and from activities to products and services.
ANSWER: T, Knowledge, Difficult, p. 282
30. One limitation of activity-based accounting is that managers must still make some
arbitrary cost allocations based on volume.
ANSWER: T, Knowledge, Difficult, p. 285
248
5. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
Learning Objective 4
31. Proxy statements are governance rules for a corporation that are adopted by its board
of directors.
ANSWER: F, Knowledge, Moderate, p. 287
32. Proxy statements are internal control mechanisms.
ANSWER: F, Knowledge, Moderate, p. 287
33. Conflicts of interest are included in the general provisions of the Sarbanes-Oxley Act.
ANSWER: T, Knowledge, Easy, p. 287
34. Edgar Fleester could be imprisoned for up to 20 years if convicted for falsifying
corporate records.
ANSWER: T, Application, Easy, p. 288
35. An independent board of directors member would be a person who has never worked
for the company.
ANSWER: T, Knowledge, Moderate, p. 288
36. The board of directors is responsible if executives are allowed to be overpaid.
ANSWER: T, Knowledge, Easy, p. 289
37. Fiduciary responsibility indicates that final authority resides with the courts and
congress.
ANSWER: F, Knowledge, Difficult, p. 289
38. Board of directors member Wendy Applegate has a duty to exercise fiduciary
responsibility. This means that she can be fined or imprisoned if convicted of corporate
crimes.
ANSWER: F, Application, Moderate, p. 289
39. The designation of “independent” Audit Committee members at Newell Rubbermaid
means that the board of directors cannot remove Audit Committee members from
office.
ANSWER: F, Knowledge, Difficult, p. 290
249
6. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
Multiple Choice Questions
Preview
1. Instituting effective managerial controls at Waste Management led to all of the following
achievements except:
a. reduction of company debt by 33 percent.
b. hiring of higher quality employees.
c. becoming the largest in its industry.
d. increasing its stock value by 85 percent.
ANSWER: B, Knowledge, Easy, p. 266
2. Waste Management CEO Maurice Myers reestablished the position of ethics officer as
a __________.
a. credibility strategy
b. stakeholder control
c. compliance strategy
d. preventative control
ANSWER: D, Knowledge, Moderate, p. 266
3. The new CEO of Waste Management discovered a big control problem in __________.
a. no safety records being kept
b. not knowing how many trucks they owned
c. poor relations with large companies they had acquired
d. unproductive high seniority employees that should be fired
ANSWER: A, Knowledge, Difficult, p. 266
Learning Objective 1
Foundations of Control
4. Jared Hanson is the manager of a group of convenience stores. He has installed
surveillance cameras on the fuel pump islands. For Jared, video monitoring is a means
of __________ customers.
a. controlling
b. restraining
c. manipulating
d. watching
ANSWER: A, Application, Difficult, pp. 266–267
5. Since the September 11, 2001 attacks, governments and businesses have
substantially increased their use of __________ controls.
a. preventive
b. corrective
c. security-based
d. profile-based
ANSWER: C, Knowledge, Easy, pp. 266–267
250
7. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
6. Controls help maintain or redirect __________ behaviors and results.
a. planned
b. desired
c. actual
d. forecasted
ANSWER: C, Knowledge, Moderate, p. 267
7. ___________ involves the processes for ensuring that behaviors and performance
conform to an organization’s standards, including rules, procedures, and goals.
a. Organizational structure
b. Monitoring
c. Control
d. Planning
ANSWER: C, Knowledge, Easy, p. 266
8. The need for controls can be illustrated in the way control interacts with planning. One
example of this interaction is the fact that planning prescribes __________ behaviors
while controls help to maintain or redirect _________ behaviors.
a. desired; actual
b. correct; incorrect
c. process-oriented; result-oriented
d. long-term; short-term
ANSWER: A, Knowledge, Moderate, p. 267
9. According to the text, control systems in organizations __________.
a. have a negative connotation to most people
b. are both useful and necessary
c. should interact with planning activities
d. all of the above
ANSWER: D, Knowledge, Moderate, pp. 266–267
10. Latoya Elliott is concerned that her company needs to take some steps to ensure that
the actions of workers conform to the expectations of the company. Latoya is
advocating the implementation of a(n) __________.
a. automated network
b. stakeholder education program
c. control system
d. none of the above
ANSWER: C, Application, Easy, p. 266
251
8. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
11. Mechanisms that are intended to reduce errors and thereby minimize the need for
corrective action are known as __________ controls.
a. predictive
b. invasive
c. preventive
d. organic
ANSWER: C, Knowledge, Moderate, p. 267
12. All of the following are given in the text as examples of preventive controls except
__________.
a. rules and regulations
b. recruitment and selection procedures
c. training and development programs
d. early retirement incentives
ANSWER: D, Knowledge, Moderate, p. 267
13. __________ controls are mechanisms intended to reduce or eliminate unwanted
behaviors or results and thereby achieve conformity with the organization’s regulations
and standards.
a. Reactive
b. Interactive
c. Punitive
d. Corrective
ANSWER: D, Knowledge, Easy, p. 267
14. Rosa Sanchez works as a manager at a diamond mine. Because there is a great
incentive for the miners to steal some of the diamonds they find, Sanchez spends a
great deal of time and effort recruiting, selecting, and training only those workers who
are less likely to steal from the firm. Sanchez is relying on __________ controls.
a. corrective
b. preventive
c. organic
d. machine
ANSWER: B, Application, Moderate, p. 267
15. Donna Norman has been given the responsibility to reduce behaviors of employees
that are outside of those allowed by company rules and regulations. Norman will
probably rely on __________ controls.
a. recruitment
b. financial
c. corrective
d. stakeholder
ANSWER: C, Application, Moderate, p. 267
252
9. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
16. Waste Management tracked data on customer complaints and truck driver accidents as
input for __________.
a. corrective controls
b. preventive controls
c. individual controls
d. cost-benefit controls
ANSWER: A, Knowledge, Easy, p. 267
17. __________ is (are) not one of the four primary sources of control in most
organizations.
a. Competitors
b. Stakeholders
c. The organization itself
d. Groups
ANSWER: A, Knowledge, Moderate, p. 268
18. __________ control refers to pressures on organizations from outside sources, such as
governmental agents and customers, to change the organization’s behaviors.
a. Consensus
b. Media
c. Shareholder
d. Stakeholder
ANSWER: D, Knowledge, Moderate, p. 268
19. Recently a consumer watch organization sued a television network for knowingly
misinforming the public with its investigative reports on a U.S. manufacturer. Thus, the
television network is feeling the effects of __________ controls.
a. shareholder
b. stakeholder
c. financial
d. political
ANSWER: B, Application, Moderate, p. 268
20. McDonald's redesigned packaging is an example of organizational response to
__________.
a. greenmail
b. green marketing
c. environmentalism
d. the EPA
ANSWER: B, Knowledge, Difficult, p. 268
253
10. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
21. At Xyllar University, the management class is required to write a ten-page term paper.
Xiang Lee and his friends discovered that two of his classmates were cheating by using
term papers written by other students in other courses. Instead of telling the teacher,
Lee and his friends confronted the two students and convinced them not to cheat. This
type of control is best described as a(n) __________ source of control.
a. organizational
b. organic
c. group
d. ethical
ANSWER: C, Application, Moderate, p. 269
22. The formal rules and procedures for preventing or correcting deviations from plans and
for achieving desired goals is also known as a(n) __________ control.
a. community
b. stakeholder
c. proactive
d. organizational
ANSWER: D, Knowledge, Moderate, p. 269
23. A(n) __________ control refers to the norms and values that team members share and
maintain through rewards and punishments.
a. peer-pressure
b. adaptive reinforcement
c. group
d. behavioral
ANSWER: C, Knowledge, Easy, p. 269
24. __________ control consists of the guiding mechanisms that operate consciously and
subconsciously within each person.
a. Moral
b. Ethical
c. Individual self-
d. Self-actualization
ANSWER: C, Knowledge, Easy, p. 269
25. One way to assess the amount of needed formal organizational controls is to examine
__________.
a. appropriateness
b. objectiveness
c. costs and benefits
d. acceptability
ANSWER: C, Knowledge, Moderate, p. 271
254
11. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
26. ERM software at Siebel Systems is specifically targeted at __________.
a. manufacturing operations
b. employees
c. executives
d. marketing cost-benefit
ANSWER: B, Knowledge, Moderate, pp. 269–270
27. A major criticism of employee relationship management (ERM) is __________.
a. overly structured systems reduce creativity
b. top-down organizational controls stifle individual self-control
c. insufficient linkage is made to strategic goals of the organization
d. All of the above are criticisms of ERM software.
ANSWER: B, Knowledge, Difficult, p. 270
28. One way to develop effective, formal organizational controls is to use a cost-benefit
analysis. A cost-benefit analysis addresses each of the following questions except
__________.
a. For what desired behaviors and results should organizational controls be
developed?
b. What are the costs and benefits of the control system required to achieve the
organization’s desired behaviors and results?
c. What chance does a competitor have of creating a better control system?
d. What are the costs and benefits associated with alternative control systems?
ANSWER: C, Knowledge, Moderate, p. 271
29. The cost-benefit model suggests that __________.
a. benefits increase as controls increase
b. costs outweigh benefits if a group control is used when an organizational control
was needed
c. beyond a certain point, effectiveness declines with increases in the amount of
control exercised
d. effectiveness and costs are not related
ANSWER: C, Knowledge, Moderate, p. 271
30. In the cost-benefit model, the vertical axis indicates the relationship between costs and
benefits of control, ranging from __________ to __________.
a. stable, unstable
b. zero, high
c. unprofitable, profitable
d. inefficient, efficient
ANSWER: B, Knowledge, Difficult, p. 271
255
12. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
31. In the cost-benefit model, the horizontal axis indicates the amount of organizational
control, ranging from ________ to _________.
a. low, high
b. negligible, extreme
c. bureaucratic, organic
d. moderate, excessive
ANSWER: A, Knowledge, Difficult, p. 271
32. After calculating the savings and expenditures related to the implementation of a new
computer assembly machine, Murdock Construction Company realized that after a
certain point adding any more machines would actually result in a decrease in
profitability. Murdock Construction probably made this determination using a(n)
__________.
a. pay-down chart
b. expert system
c. cost-benefit analysis
d. proforma balance sheet
ANSWER: C, Application, Moderate, p. 271
33. To be effective, control systems should be __________.
a. timely
b. objective
c. complete
d. all of the above
ANSWER: D, Knowledge, Moderate, pp. 270–271
34. A(n) __________ control is impartial and cannot be manipulated by employees for
personal gain.
a. ethical
b. objective
c. legitimate
d. standardized
ANSWER: B, Knowledge, Easy, p. 270
35. __________ controls are recognized as necessary and appropriate.
a. Legitimate
b. Acceptable
c. Bureaucratic
d. Unqualified
ANSWER: B, Knowledge, Moderate, p. 271
256
13. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
36. Max Wilhelm is the CEO of the MCW Corporation. At the annual banquet, Wilhelm
praised the supervisor of the marketing division for minimizing costs through reducing
errors at work. Wilhelm said the marketing department completely met all its projected
goals by providing objective rules that were applied in a timely manner. Thus, only the
__________ criterion for effective control systems was not mentioned.
a. subjectivity
b. acceptability
c. ethical
d. financial
ANSWER: B, Application, Difficult, pp. 270–271
37. Cost-benefit analysis addresses __________ basic questions.
a. two
b. three
c. five
d. ten
ANSWER: B, Knowledge, Difficult, p. 271
Learning Objective 2
Corrective Control Model
38. The __________ is a process for detecting and eliminating or reducing deviations from
an organization’s established standards.
a. punitive reinforcement scale
b. corrective control model
c. adaptive result process
d. organic control system
ANSWER: B, Knowledge, Moderate, p. 272
39. The corrective control model involves __________ interconnected steps.
a. three
b. five
c. six
d. ten
ANSWER: C, Knowledge, Easy, p. 272
40. The third step in the corrective control model involves __________.
a. making comparisons
b. collecting information
c. setting standards
d. creating a strategic plan
ANSWER: C, Knowledge, Difficult, p. 272
257
14. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
41. The fifth step in the corrective control model involves __________.
a. defining the subsystem
b. identifying key characteristics to be measured
c. receiving approval from top management
d. making comparisons
ANSWER: D, Knowledge, Difficult, p. 272
42. All of the following are steps in the corrective control model except __________.
a. collecting information
b. defining the system
c. setting goals
d. identifying key characteristics to be measured
ANSWER: C, Knowledge, Moderate, p. 272
43. Formal controls might be created and maintained for all of the following except
__________.
a. an employee
b. a competitor
c. a work team
d. an entire organization
ANSWER: B, Knowledge, Easy, p. 272
44. The __________ holds that a small number of characteristics always account for a
large number of effects.
a. 10/90 rule
b. principle of large numbers
c. Peter principle
d. principle of selectivity
ANSWER: D, Knowledge, Moderate, p. 273
45. Many global organizations have adopted the strategy of __________.
a. evaluating qualitative standards for each country
b. thinking globally but acting locally
c. integrating cross-cultural differences into their standards
d. all of the above
ANSWER: B, Knowledge, Moderate, p. 273
46. According to the text, __________ standards are increasingly being used as a base for
control systems.
a. diversity
b. legal
c. performance
d. ethical
ANSWER: C, Knowledge, Moderate, p. 274
258
15. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
47. Rocky Swanson is involved in an attempt to reduce absenteeism at Sprocket
Manufacturing. At present, he is identifying the key characteristics that need to be
measured before corrective actions can be taken. Rocky is in the __________ stage
of the corrective control model.
a. first
b. second
c. third
d. fourth
ANSWER: B, Application, Difficult, p. 273
48. Abdul Rafanjani has been assigned to create a set of corrective controls that will help
to eliminate high theft rates by employees at the Charpon Company. He has already
defined the system of concern and identified the key characteristics that need to be
measured. __________ is the next step Rafanjani should take.
a. Consulting with an attorney
b. Collecting information about competitor operations
c. Setting standards
d. Diagnosing problems and making corrections
ANSWER: C, Application, Difficult, p. 273
49. In the process of creating corrective controls, Jake Horton needs to determine whether
there is a difference between what is happening and what should be happening in his
department at work. Horton is __________.
a. setting standards
b. performing a cost-benefit analysis
c. relying on group norms
d. making comparisons
ANSWER: D, Application, Easy, p. 275
50. Which of the following is not part of Barclays Bank’s complaint management process?
a. Customers are encouraged to complain.
b. Complaints are acknowledged within 24 hours.
c. Reply with full explanation is made within 5 working days.
d. All of the above are included in Barclays’ process.
ANSWER: D, Knowledge, Moderate, p. 276
51. Top management at Barclays Bank views complaints as __________.
a. a necessary evil
b. a contributor to their long-term success
c. a method to evaluate employee performance
d. something to be avoided
ANSWER: B, Knowledge, Easy, p. 276
259
16. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
Learning Objective 3
Primary Methods of Control
52. The text describes __________ primary types of organizational control.
a. three
b. six
c. eight
d. ten
ANSWER: B, Knowledge, Moderate, p. 277
53. The six primary types of organizational controls include all of the following except
__________.
a. mechanistic and organic
b. financial
c. legal
d. automation
ANSWER: C, Knowledge, Moderate, p. 277
54. __________ controls involve extensive rules and procedures, top-down authority, and
tightly written job descriptions.
a. Mechanistic
b. Adaptive
c. Objective
d. Authoritative
ANSWER: A, Knowledge, Moderate, p. 277
55. Rebecca Lockhart owns a company that relies on extensive rules and procedures, top-
down authority, and tightly written job descriptions. Lockhart’s company could be
described as using __________ organizational controls.
a. financial
b. organic
c. tactical
d. mechanistic
ANSWER: D, Application, Difficult, p. 277
56. Carla Lorek at Xerox predicts that a(n) __________ approach will cause workers to
drive up numbers without putting effort into quality.
a. financial
b. mechanistic
c. organic
d. market
ANSWER: B, Knowledge, Moderate, p. 277
260
17. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
57. __________ controls include flexible authority, relatively loose job descriptions, and
individual self-controls.
a. Organic
b. Subjective
c. Mechanistic
d. Objective
ANSWER: A, Knowledge, Moderate, p. 277
58. __________ controls are consistent with a clan culture.
a. Market
b. Accounting
c. Financial
d. Organic
ANSWER: D, Knowledge, Easy, p. 277
59. Peachtree Savings and Loan just established a rule that branch managers are
evaluated based on the ratio of nonperforming loans to total branch assets. This type
of rule is indicative of a(n) __________ type of organizational control.
a. mechanistic
b. organic
c. prescriptive
d. market
ANSWER: D, Application, Moderate, p. 278
60. The idea of market controls emerged from __________.
a. mathematics
b. sociology
c. economics
d. management theory
ANSWER: C, Knowledge, Difficult, p. 278
61. __________ controls involve the use of data to monitor sales, prices, costs, and profits
to guide decisions and evaluations.
a. Activity-based
b. Opportunistic
c. Stakeholder
d. Market
ANSWER: D, Knowledge, Moderate, p. 278
62. Market controls generally require that the __________.
a. inflation rate is below 30 percent
b. amount of governmental regulation be minimal
c. costs of the resources used in producing outputs be measured monetarily
d. prices of the goods and services produced be set by governmental committees
ANSWER: C, Knowledge, Moderate, p. 278
63. Garrett Cullen owns a small business, and he thinks that the U.S. is not making good
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financial decisions. Specifically, Cullen predicts a period of inflation will occur within the
next seven years due to a high federal deficit, skyrocketing costs for entitlement
programs, and a global loss of confidence in the U.S. government’s conviction to make
appropriate cuts in spending. As a result, he decides to move his company overseas
to cut costs and limit the risk associated with operating in the United States. Cullen
used __________ controls to make this decision.
a. political
b. multidomestic
c. mechanistic
d. market
ANSWER: D, Application, Moderate, p. 278
64. __________ provide employees with supplemental income based on the profitability of
an entire organization or a selected subunit.
a. Profit-sharing plans
b. Employee stock ownership plans
c. Bonus-sharing plans
d. Gain-sharing plans
ANSWER: A, Knowledge, Moderate, p. 278
65. The four goals that profit-sharing plans generally have include all of the following
except __________.
a. increasing employee identification with the profit goals of the organization
b. achieving a more flexible wage structure
c. attracting and retaining employees more easily
d. increasing the financial performance of the organization
ANSWER: D, Knowledge, Moderate, p. 278
66. In order for profit-sharing plans to achieve their goals, employees must do all of the
following must occur except __________.
a. believe that the plan is based on a reasonable and equitable formula
b. believe that their efforts contribute to profitability
c. have a hand in the creation of the profit-sharing plan
d. believe that the size of profit-based incentives will increase proportionally as
profitability increases
ANSWER: C, Knowledge, Difficult, p. 279
67. Efforts to obtain feedback from customers concerning the quality of goods and services
provided by a firm are ___________.
a. considered in activity-based controls
b. referred to as benchmarking
c. often used to intimidate competitors
d. referred to as customer monitoring
ANSWER: D, Knowledge, Moderate, p. 279
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68. __________ controls refer to the mechanisms for preventing or correcting the
misallocation of resources.
a. Market
b. Financial
c. Operational
d. Strategic
ANSWER: B, Knowledge, Moderate, p. 279
69. The primary responsibility of external auditors is to the __________.
a. top management
b. IRS
c. shareholders
d. government
ANSWER: C, Knowledge, Moderate, pp. 279–280
70. Which of the following is not an example of a financial control mechanism?
a. comparative financial analysis
b. output-based costing
c. activity-based costing
d. budgeting
ANSWER: B, Knowledge, Moderate, p. 280
71. Evaluation of a firm’s financial condition for two or more time periods is called
__________.
a. zero based budgeting
b. sales budgeting
c. comparative financial analysis
d. competitive financial analysis
ANSWER: C, Knowledge, Moderate, p. 280
72. The most common method of comparative financial analysis is __________.
a. ratio analysis
b. budget analysis
c. multi-unit comparisons
d. accounting analysis
ANSWER: A, Knowledge, Moderate, p. 280
73. Gino Austin is the Executive Vice President of Retailing for the Southern Region of
Wal-Mart. Gino compares the financial records for all of the stores in the Southern
Region for ____________ purposes.
a. budgeting
b. inventory
c. control
d. advertising
ANSWER: C, Application, Moderate, p. 280
74. __________ is generally considered to be the most important profitability ratio because
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it indicates how efficiently the organization is using its resources.
a. Return on investment
b. The current ratio
c. Inventory turnover
d. Return on sales
ANSWER: A, Knowledge, Moderate, p. 280
75. If a company has a current ratio of _________, it should be financially sound.
a. 1:1
b. 2:1
c. 1:2
d. 0.50
ANSWER: B, Knowledge, Difficult, p. 280
76. Danielle Jarrett is the owner of Designer Boutique. Her store has an inventory turnover
ratio of about 10 (unusually high for this type of business). Which of the following
statements is not true?
a. This ratio suggests efficient operations.
b. This suggests a relatively small amount of money is tied up in inventory.
c. This suggests that Cheryl may be able to use some of her resources elsewhere.
d. A ratio of 10 means that Cheryl has $10 in sales for every $1 of total assets.
ANSWER: D, Application, Difficult, p. 280
77. __________ is computed to assess an organization’s ability to meet its long-term
financial commitments.
a. Debt ratio
b. Equity ratio
c. Asset ratio
d. Sales ratio
ANSWER: A, Knowledge, Easy, p. 280
78. A new company has a debt ratio of 0.35. What does this mean?
a. The company has $0.35 in assets for every $1.00 of liabilities.
b. The company has $0.35 in liabilities for every $1.00 of assets.
c. The company has $0.35 in sales for every $1.00 of liabilities.
d. The company has $0.35 in liabilities for every $1.00 of sales.
ANSWER: B, Application, Moderate, p. 280
79. __________ is the process of categorizing proposed expenditures and linking them to
goals.
a. Planning
b. Stewardship
c. Administration
d. Budgeting
ANSWER: D, Knowledge, Easy, p. 281
80. Which of the following is not one of the primary purposes of budgeting?
a. to help in planning work effectively
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b. to assist in allocating resources
c. to enable a manager to dominate his competition
d. to aid in controlling and monitoring resource utilization
ANSWER: C, Knowledge, Moderate, p. 281
81. A(n) __________ budget targets spending for the refinement or development of
products, materials, and processes.
a. engineering
b. inventory
c. research and development
d. patent
ANSWER: C, Knowledge, Easy, p. 282
82. Budgets based on the number of individuals and dollars for each job category are
usually known as __________ budgets.
a. recruitment
b. selection
c. union
d. labor
ANSWER: D, Knowledge, Moderate, p. 282
83. __________ budgets focus on the expected flow of monetary receipts and
expenditures and are usually developed at least once a year for each month of the
year.
a. Revenue
b. Cash
c. Sales
d. Net Income
ANSWER: B, Knowledge, Moderate, p. 282
84. Carlyle Corporation decided to increase its spending on activities related to creating a
more efficient version of its best selling product. This increase in spending is likely to
be found in the __________ budget.
a. marketing
b. public relations
c. research and development
d. information systems
ANSWER: C, Application, Easy, p. 282
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22. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
85. Gattis & Glenwood, Inc. decided that it wanted to downsize by reducing the number of
middle managers employed by the firm by 10 percent over the next 3 years. This
projection should be specifically detailed in the __________ budget.
a. raw materials
b. labor
c. financial
d. accounting
ANSWER: B, Application, Moderate, p. 282
86. Kathryn Yang has made plans to add a new warehouse to her moving and storage
business next year. Most likely, the spending for this project is contained in her
__________ budget.
a. warehouse
b. planning
c. capital
d. cash
ANSWER: C, Application, Moderate, p. 282
87. A(n) __________ is a forecast of expected revenues, generally stated by product line
on a monthly basis and revised at least annually.
a. revenue budget
b. sales budget
c. income budget
d. linear regression analysis
ANSWER: B, Knowledge, Easy, p. 281
88. __________ costing is a system that focuses on activities as the fundamental cost
centers.
a. Inventory-centered
b. Geographically-separated
c. Activity-based
d. Stakeholder-driven
ANSWER: C, Knowledge, Moderate, p. 282
89. In activity-based costing, an activity is described as any event that is a cost driver. All
of the following were given in the text as examples of cost drivers except __________.
a. energy consumed
b. miles driven
c. computer hours logged
d. All of the above are cost drivers.
ANSWER: D, Knowledge, Difficult, p. 282
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23. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
90. Information that is generated in an activity-based accounting system can be viewed
from two different perspectives. The ___________ view reflects the lateral flow from
costs of input information to activities and from activities to performance evaluation.
a. profit-center
b. cost-center
c. primary-input
d. process
ANSWER: D, Knowledge, Difficult, p. 283
91. The __________ reflects the lateral flow from costs of input information to activities and
from activities to performance evaluation, or the observed transactions associated with
an activity.
a. cost view
b. activity view
c. bureaucratic controls
d. process view
ANSWER: D, Knowledge, Moderate, p. 283
92. The managers of the Hospice of Central Kentucky used activity-based costing (ABC) to
accomplish all of the following except ______________.
a. communicate the need to cut costs
b. manage the hospice more effectively
c. reduce the death rate of terminally ill patients
d. negotiate more favorable rates from insurance carriers
ANSWER: C, Knowledge, Difficult, p. 283
93. When the Hospice of Central Kentucky changed over to activity-based costing, the cost
categories translated to terminology that was more __________.
a. common
b. itemized
c. technical
d. coded
ANSWER: A, Knowledge, Easy, p. 284
94. Benefits of using activity-based accounting include all of the following except
________.
a. costs are pinpointed by activity instead of being charged to overhead
b. cost allocations are based on the portion of activities that can be directly traced to a
finished product
c. allocation of costs can be traced to the volume of production
d. costs associated with an activity for a particular product can now be traced
ANSWER: C, Knowledge, Difficult, p. 285
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24. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
95. Valery Murphy is a division manager for a large computer manufacturing company. It
has been determined that Murphy’s division has operating costs that are 50 percent
greater than similar divisions of competitor organizations. To reduce the waste in her
division, Murphy decides to install a system that focuses on identifying specific cost
centers in an organization. This type of system is frequently referred to as
__________.
a. profit-center marketing
b. activity-based costing
c. performance-related analysis
d. waste-reduction controls
ANSWER: B, Application, Difficult, p. 282
96. High measurement costs are associated with multiple activity centers and cost drivers.
This reflects a(n) __________ of activity-based accounting control systems.
a. benefit
b. limitation
c. bureaucratic control
d. organic control
ANSWER: B, Knowledge, Moderate, p. 285
97. __________ refer(s) to the use of devices and processes that are self-regulating and
operate independently of people.
a. Artificial intelligence
b. Machine control
c. Internet systems
d. Automation
ANSWER: D, Knowledge, Moderate, p. 285
98. __________ controls are methods that use instruments or devices to prevent and
correct deviations from desired results.
a. Financial
b. Accounting
c. Market
d. Machine
ANSWER: D, Knowledge, Easy, p. 285
99. According to the text, research on the effects of introducing automated systems at one
large factory indicated a(n) __________ in middle management jobs.
a. reduction of 34 percent
b. reduction of 7 percent
c. increase of 2 percent
d. none of the above
ANSWER: A, Knowledge, Difficult, p. 285
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25. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
100. HyCon Materials no longer needs full-time employees at its smaller factories. When
machines malfunction, they send a signal to a central operations facility and a
technician is sent out. This is known as a(n) __________.
a. unattended operation
b. lights-out system
c. machine-control concept
d. remote access facility
ANSWER: B, Knowledge, Easy, p. 286
Learning Objective 4
Corporate Governance
101. A __________ is a government-approved form of organization that allows different
parties to contribute capital, expertise, and labor.
a. foundation
b. charity
c. trust
d. corporation
ANSWER: D, Knowledge, Easy, p. 286
102. The pattern of controls between stockholders and a company’s top management is
__________.
a. stakeholder relations
b. corporate governance
c. binding arbitration
d. lateral communication
ANSWER: B, Knowledge, Moderate, p. 286
103. The rules of internal governance for a corporation are stated in its __________.
a. corporate disclosure
b. annual report
c. bylaws
d. proxy statement
ANSWER: C, Knowledge, Moderate, p. 286
104. Carter Technologies needed to inform their shareholders about subjects to be voted on
at their next shareholder meeting. They used a(n) __________.
a. proxy statement
b. notification of annual meeting
c. annual report
d. form 10-K
ANSWER: A, Application, Difficult, p. 287
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26. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
105. External control mechanisms include all of the following except __________.
a. proxy statements
b. corporate bylaws
c. laws and regulatory agencies
d. possibility of being sued
ANSWER: B, Knowledge, Difficult, p. 287
106. The Sarbanes-Oxley Act was prompted by the occurrence of __________.
a. insider trading
b. terrorist attacks
c. corporate scandals
d. all of the above
ANSWER: C, Knowledge, Easy, p. 287
107. Under the __________ mandates of the Sarbanes-Oxley Act, companies must report
changes in financial condition as soon as they occur.
a. corporate accountability
b. certifiability
c. auditability
d. disclosure
ANSWER: D, Knowledge, Moderate, p. 288
108. Penalties for corporate officers who falsify corporate records can include __________.
a. punitive damages of up to $100 million
b. imprisonment of up to 20 years
c. both a and b
d. individuals are not liable for corporate wrongs
ANSWER: B, Knowledge, Easy, p. 288
109. All of the following are proposed as new requirements for sharpening the accountability
of boards of directors except __________.
a. direct experience as a former employee
b. oversight of executive compensation
c. critical evaluation of CEO
d. involvement in resource allocation
ANSWER: A, Knowledge, Moderate, pp. 288–289
110. Fiduciary responsibility of the board of directors refers to prevention of __________.
a. financial mismanagement
b. fraud and corruption
c. corporate crime
d. all of the above
ANSWER: D, Knowledge, Easy, pp. 289–290
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27. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
111. The duties of Newell Rubbermaid’s Audit Committee are to __________.
a. present financial findings to the SEC
b. explain financial reports to shareholders
c. oversee the work of the company’s auditors
d. all of the above
ANSWER: C, Knowledge, Moderate, p. 290
112. Members of Rubbermaid’s Audit Committee are not allowed to __________.
a. fire independent auditors
b. stay if the Board wants them to leave
c. intercede in disagreements between management and auditors
d. be involved in audit staffing decisions
ANSWER: B, Knowledge, Difficult, p. 290
Essay Questions
Learning Objective 1
1. Define preventive and corrective controls. Give an example of each type.
a. Preventive controls—Mechanisms intended to reduce errors and thereby minimize
the need for corrective action. Examples: Rules and regulations, standards,
recruitment and selection, procedures, and training and development.
b. Corrective controls—Mechanisms intended to reduce or eliminate unwanted
behaviors or results and thereby achieve conformity with the organization’s
regulations and standards. Examples: Air traffic controller instructing pilot to
change altitude and direction to avoid another plane. Revising a report you have
written because you are dissatisfied with it.
Moderate, p. 267
2. What are three of the four primary sources of control? Give an example for each
source.
a. Stakeholders. Examples: Unions, government agencies, customers, shareholders,
others.
b. The organization itself. Examples: Rules, standards, budgets, audits.
c. Groups. Examples: Punishments such as giving a group member the silent
treatment.
d. Individuals. Examples: Standards of professionalism including acquiring detailed
knowledge, specialized competencies, and specific attitudes and ways of behaving.
Moderate, p. 269
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28. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
3. List and describe three of the five criteria upon which the effectiveness of
organizational controls are evaluated.
a. Linkage to strategic goals. Control should be linked to the desired goals of the
organization (e.g. improving customer service, protecting the organization’s assets,
improving the quality of its goods and/or services).
b. Objective. Control is impartial and cannot be manipulated by employees for
personal gain.
c. Complete. Control encompasses all the desired behaviors and goals.
d. Timely. Control provides information when it is needed most.
e. Acceptable. Control is recognized as necessary and appropriate.
Moderate, pp. 270–271
Learning Objective 2
4. What are four of the six steps in the corrective control model? Explain each.
a. Define the system. A system can be an employee, a department, or an entire
organization.
b. Identify the key characteristics to be measured.
c. Set standards. Criteria for evaluating qualitative and quantitative characteristics for
each characteristic measured.
d. Collect information. Can be collected manually or automatically.
e. Make comparisons. Determine whether there is a difference between what is
happening and what should be happening.
f. Diagnose problems and make corrections. Assess the types, amounts, and causes
of deviations from standards.
Difficult, pp. 272–276
5. Describe how Barclays Bank uses their communication competency to maintain high
levels of customer satisfaction and to regain satisfaction when relations have been
compromised.
Barclays Bank customers are actually encouraged to complain and comment. The
bank’s policy is to acknowledge complaints within 24 hours and to furnish a full reply
within five working days of an investigation completion. Included is an explanation of
the causes and details of actions to be taken. In addition, the bank calls customers on
the phone whenever possible.
A no-blame culture encourages staff to take initiatives to satisfy complaining customers
and look for solutions without fear of being punished. Top management at Barclays
considers complaints to be a contributor to operational improvement and long-term
success of the organization. Information on complaints is published in staff newsletters
for the purpose of making employees aware of problems and ways to solve them.
Moderate, p. 276
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29. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
Learning Objective 3
6. List and describe three of the six primary types of organizational control.
a. Mechanistic and organic.
(1) Mechanistic includes extensive rules and procedures, top-down authority,
tightly written job descriptions, and other formal methods for preventing and
correcting deviations from desired behaviors and results.
(2) Organic includes flexible authority, relatively loose job descriptions, individual
self-controls, and other informal methods for preventing and correcting
deviations from desired behaviors and results.
b. Market. Involves the collection and evaluation of data related to sales, prices,
costs,
and profits to guide decisions and evaluate results.
c. Financial and accounting.
(1) Financial. Includes mechanisms for preventing or correcting the misallocation
of resources. Comparative financial analysis and budgeting are given as
examples in the text.
(2) Accounting. Text discusses activity-based costing systems that focus on
activities as the fundamental cost centers.
d. Automation. Refers to the use of devices and processes that are self-regulating
and operate independently of people.
Difficult, pp. 277–286
7. List and describe three of the six types of budgets discussed in the text.
a. Sales budget—A forecast of expected revenues, generally stated by product line.
b. Materials budget—Expected purchases, generally stated by specific categories.
c. Labor budget—Expected staffing, generally stated by number of individuals and
dollars for each job category.
d. Capital budget—Targeted spending for major tangible assets.
e. Research and development budget—Targeted spending for the refinement or
development of products, materials, and processes.
f. Cash budget—Expected flow of monetary receipts and expenditures.
Moderate, pp. 281–282
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30. CHAPTER 10: CONTROLLING IN ORGANIZATIONS
Learning Objective 4
8. Describe the key terms of corporate governance.
a. Annual meeting. Usually held at the end of a fiscal year in which shareholders and
management discuss performance and goals. Directors are elected and
shareholder concerns are addressed.
b. Annual report. An audited document that complies with Securities and Exchange
Commission regulations.
c. Board of directors. A group elected individually by shareholders to oversee
management of the corporation.
d. Bylaws. Rules of internal governance for the corporation as adopted by its board of
directors.
e. Disclosure. Public dissemination of material, market-influencing information.
f. Proxy statement. Document sent by the corporation to its shareholders informing
them about items that may be voted on at the shareholders meeting.
Moderate, pp. 286–287
9. Discuss provisions of the Sarbanes-Oxley Act that offers external control mechanisms
for corporate governance.
The Sarbanes-Oxley Act, passed into law in 2002, was prompted by corporate
scandals. It furnishes safeguards relating to auditor independence, corporate
responsibility, financial disclosures, conflicts of interest, and corporate accountability.
Three broad categories are covered: certification, auditability, and disclosure.
Certification is the best known section that applies to top executives (CEO, CFO) in
criminal liability for the falsification of financial statements. Fines of up to $5 million can
be combined with imprisonment of up to 20 years for executives who are convicted.
Auditability requires internal processes to be set up to ensure that appropriate controls
are in place. The disclosure mandates require companies to promptly report financial
information that makes significant changes in their financial condition.
Moderate, pp. 287–288
274