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LabMan > (2) Lesson 5: Controlling > Flashcards

(2) Lesson 5: Controlling Flashcards

1
Q

Refers to the systematic process of regulating organizational activities to make them consistent with the expectations established in plans, targets, and standards of performance

A

Organizational control

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2
Q

Effectively ___ an organization requires information about performance standards and actual performance, as well as actions taken to correct any deviations from the standards.

A

controlling

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3
Q

Involves measuring, restraining and correcting performance to accomplish an objective as it was planned

A

Controlling

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4
Q

It involves the measurement of certain elements such as time, quality, quantity and cost against standards or models which have been established, and the evaluation of the work or performance of various personnel in the organization

A

Controlling

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5
Q

A good control system should:

be ___ so managers can respond as needed.

A

flexible

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6
Q

A good control system should:

provide ___ information about the organization

A

accurate

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7
Q

A good control system should:

provide information in a ___ manner

A

timely

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8
Q

A good control system should:

encourage each employee to exercise ___.

A

self-control

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9
Q

Type of control:

Anticipate problems before they occur

A

Feedforward control

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10
Q

Type of control:

Manage problems as they occur

A

Concurrent control

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11
Q

Type of control:

Manage problems after they have arisen

A

Feedback control

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12
Q

The ___ involves using feedback to determine whether performance meets established standards.

A

feedback control model

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13
Q

Well-designed control systems include four key steps:

A

establish standards
measure performance
compare performance to standards
make corrections as necessary

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14
Q

Steps in controlling:

Performance standard must be expressed in ___ whenever possible. It may mean the average unit of output an average employee may be able to perform per hour, per day or per week

A

quantitative terms

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15
Q

Steps in controlling:

___ address how well the work is performed and/or how accurate or how effective the final product is

A

Quality

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16
Q

Steps in controlling:

___ addresses how quickly, when or by what date the work is produced.

A

Timeliness

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17
Q

___ involves monitoring and influencing employee behavior through extensive use of rules, policies, hierarchy of authority, written documentation, reward systems, and other formal mechanisms.

A

Hierarchical control

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18
Q

___ foster compliance with organizational goals through the use of organizational culture, group norms, and a focus on goals rather than rules and procedures.

A

Decentralized control

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19
Q

Hierarchical control or decentralized control:

Basic Assumptions: People are incapable of self-discipline and cannot be trusted. They need to be monitored and controlled closely

A

Hierarchical Control

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20
Q

Hierarchical control or decentralized control:

Basic Assumptions: People work best when they are fully committed to the organization

A

Decentralized control

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21
Q

Hierarchical control or decentralized control:

Actions: uses detailed rules and procedures; formal control and systems

A

Hierarchical control

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22
Q

Hierarchical control or decentralized control:

Actions: uses top-down authority, formal hierarchy, position power, quality control inspectors

A

Hierarchical control

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23
Q

Hierarchical control or decentralized control:

Actions: relies on task-related job descriptions

A

Hierarchical control

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24
Q

Hierarchical control or decentralized control:

Actions: emphasizes extrinsic rewards (pay, benefits, status)

A

Hierarchical control

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25
Q

Hierarchical control or decentralized control:

Actions: Features rigid organizational culture; distrust of cultural norms as means of control

A

Hierarchical control

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26
Q

Hierarchical control or decentralized control:

Actions: features limited use of rules; relies on values, group and self-control, selection, and socialization

A

Decentralized control

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27
Q

Hierarchical control or decentralized control:

Actions: Relies on result-based job descriptions; emphasizes goals to be achieved

A

Decentralized control

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28
Q

Hierarchical control or decentralized control:

Actions: Emphasizes extrinsic and intrinsic rewards (meaningful work, opportunities for growth)

A

Decentralized control

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29
Q

Hierarchical control or decentralized control:

Actions: Features adaptive culture; culture recognized as means for uniting individuals, team, and organizational goals for overall control

A

Decentralized control

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30
Q

Hierarchical control or decentralized control:

Consequences: employees follow instructions and do just what they are told

A

Hierarchical control

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31
Q

Hierarchical control or decentralized control:

Consequences: employees feel a sense of indifference toward work

A

Hierarchical control

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32
Q

Hierarchical control or decentralized control:

Consequences: employees absenteeism and turnover is high

A

Hierarchical control

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33
Q

Hierarchical control or decentralized control:

Consequences: employees take initiative and seek responsibility

A

Decentralized control

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34
Q

Hierarchical control or decentralized control:

Consequences: employees are actively engaged and committed to their work

A

Decentralized control

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35
Q

Hierarchical control or decentralized control:

Consequences: employee turnover is low

A

Decentralized control

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36
Q

The ___ focuses on teamwork, increasing customer satisfaction, and lowering costs.

A

TQM philosophy

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37
Q

Organizations implement ___ by encouraging managers and employees to collaborate across functions and departments, as well as with customers and suppliers, to identify areas for improvement, no matter how small

A

TQM

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38
Q

Total quality management (TQM) is a ___ control approach

A

decentralized

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39
Q

___ offer one technique for implementing TQM and include groups of six to 12 volunteer employees who meet regularly to discuss and solve problems affecting the quality of their work.

A

Quality circles

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40
Q

___ is the continuous process of measuring products, services, and practices against major competitors or industry leaders

A

Benchmarking

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41
Q

___ is a quality control approach that emphasizes a relentless pursuit of higher quality and lower costs.

A

Six sigma

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42
Q

___ involves assigning dedicated personnel within a particular functional area of the business to identify opportunities for improvement throughout the work process

A

Quality partnering

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43
Q

___, or ___, is the implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis.

A

Continuous improvement
kaizen

44
Q

The six sigma concept:

The process is selected for improvement, and the project charter is specified

A

Define

45
Q

The six sigma concept:

Quality variables valued by the customer are measured, and goals are set for improvement.

A

Measure

46
Q

The six sigma concept:

The root causes of the current defect levels are identified, and alternatives are considered for process changes

A

Analyze

47
Q

The six sigma concept:

The process is changed and checked for improvement.

A

Improve

48
Q

The six sigma concept:

This step uses a control chart or measurements to ensure that the process improvement is not lost over time.

A

Control

49
Q

The ___ can be applied to processes in manufacturing, service, or administrative areas.

A

Six Sigma approach

50
Q

Once a process is selected for improvement, a ___ is formed since most processes cut across functional lines

A

cross-functional team

51
Q

A full-time trained process improvement specialist, usually called a “___” is chosen to lead the improvement team

A

black-belt

52
Q

The team then sets out to make improvements by using the ___ approach.

A

DMAIC

53
Q

Lean or Six Sigma:

Goal: Understand process flow and eliminate waste

A

Lean

54
Q

Lean or Six Sigma:

Application: primarily high volume processes

A

Lean

55
Q

Lean or Six Sigma:

Goal: improve process capability and eliminate/minimize variation

A

Six Sigma

56
Q

Lean or Six Sigma:

Application: Any business process

A

Six sigma

57
Q

Lean or Six Sigma:

Approach: basic principles and “cookbook style” implementation based on accepted practices

A

Lean

58
Q

Lean or Six Sigma:

Approach: well understood problem-solving approach relying on statistics (DMAIC or DMADV)

A

Six Sigma

59
Q

Lean or Six Sigma:

Project selection: driven by local supervisor

A

Lean

60
Q

Lean or Six Sigma:

Project selection: BPM and gap analysis

A

Six sigma

61
Q

Lean or Six Sigma:

Length of projectS: 1-2 months

A

Lean

62
Q

Lean or Six Sigma:

Length of projectS: 2-6 months

A

Six sigma

63
Q

Lean or Six Sigma:

Infrastructure: mostly ad-hod, minimal formal training

A

Lean

64
Q

Lean or Six Sigma:

Infrastructure: dedicated resources, broad-base training

A

Six sigma

65
Q

Lean or Six Sigma:

Training: learning by doing

A

Lean

66
Q

Lean or Six Sigma:

Learning by classroom & doing

A

Six sigma

67
Q

Idenify the QC tool:

Describe the flow of work and the relationships among steps in the process, and reveal any unnecessary steps and waste that can be eliminated

A

Flowcharts

68
Q

Idenify the QC tool:

Identify possible problems that need to be investigated via further data collection and analysis

A

Flowcharts

69
Q

Idenify the QC tool:

shows the relationship of factors and variables that might have led to the occurrence of issues

A

Cause-and-effect (CE) diagram

70
Q

Idenify the QC tool:

identifies the problem itself, the effect, which
is placed on the right side of the diagram

A

Cause-and-effect (CE) diagram

71
Q

Idenify the QC tool:

fleshes out the various potential causes of the problem that are shown along the spine of the diagram and categorized, for example, as materials, workers, inspection, and tools

A

Cause-and-effect (CE) diagram

72
Q

Idenify the QC tool:

shows an appearance of a diagram that suggests a fishbone analogy

A

Cause-and-effect (CE) diagram

73
Q

Idenify the QC tool:

are data collection done, which are put in a tabular list representing collected data about the process

A

Check sheets

74
Q

Idenify the QC tool:

contain critical process measurements taken at periodic intervals during the day and tabulated by the time taken

A

Check sheets

75
Q

Idenify the QC tool:

used to tabulate the frequency of certain defects or other quality-related events

A

Check sheets

76
Q

Idenify the QC tool:

show the relationship between two variables

A

Scatter diagrams

77
Q

Idenify the QC tool:

if a particular cause and effect are suspected to be related, the relationship will be apparent as a linear or curved pattern on the ____

A

Scatter diagrams

78
Q

Idenify the QC tool:

Once improvements have been made, the new process should be stabilized to hold the gains by using a new ___

A

Control chart

79
Q

Idenify the QC tool:

The original control chart from before process improvement, will no longer be appropriate following the improvements

A

Control chart

80
Q

Idenify the QC tool:

New charts with new center lines and upper and lower limits can be created, based on data from the improved process

A

Control chart

81
Q

Idenify the QC tool:

a frequency count using data from the check sheet to show the form and shape of the distribution of the data

A

Histogram

82
Q

Idenify the QC tool:

indicates that some data points are outliers, or there may be odd shapes to the distribution that indicate skewness or possibly more than one mode or peak in the distribution

A

Histogram

83
Q

Idenify the QC tool:

Can be constructed to show the most important problems

A

Pareto diagram

84
Q

___ observed that a few items in any population constitute a significant percentage of the entire group—the vital few

A

Vilfredo Pareto (1906)

85
Q

According to ___’s law, a few of the failure modes account for most of the observed defects

A

Pareto

86
Q

includes prevention, appraisal, internal failure, and external failure categories.

A

The cost of quality

87
Q

when a ___ is assigned to poor quality, it can be managed and controlled like any other cost.

A

cost

88
Q

one of the most commonly used forms of managerial control

A

Budgetary control

89
Q

___ is the process of setting targets for an organization’s expenditures, monitoring results and comparing them to the budget, and making changes as needed

A

Budgetary control

90
Q

as a control device, ___ are reports that list planned and actual expenditures
for cash, assets, raw materials, salaries, and other resources

A

budgets

91
Q

a ___ is created for every division or department within an organization, no matter how small, as long as it performs a distinct project, program, or function

A

budget

92
Q

___ usually list the variance between the budgeted and actual amounts for each item

A

budget reports

93
Q

___ is defined as any organizational department or unit under the supervision of a single person who is responsible for its activity.

A

Responsibility center

94
Q

A/an ___ budget outlines the anticipated and actual expenses for a responsibility center

A

expense

95
Q

A/an ___ budget lists forecasted and actual revenues of the organization

A

revenue

96
Q

The ___ budget estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligations

A

cash

97
Q

A budget that plans and reports investments in major assets to be depreciated over several years is called a ___ budget.

A

capital

98
Q

___ has been expanded to refer to the framework of systems, rules, and practices by which an organization ensures accountability, fairness, and transparency in its relationships with all stakeholders, including investors, employees, customers, and the general public

A

Corporate governance

99
Q

___ is a comprehensive management control system that balances traditional financial measures with measures of customer service, internal business processes, and the organization’s capacity for learning and growth

A

Balanced scorecard

100
Q

The four perspectives in a balanced scorecard:

A

Financial performance
Customer services
Internal business processes
Potential for learning and growth

101
Q

The four perspectives in a balanced scorecard:

reflects a concern that the organization’s activities contribute to improving short- and long-term financial performance. It includes traditional measures such as net income and return on investment

A

Financial performance

102
Q

The four perspectives in a balanced scorecard:

measure information such as how customers view the organization and customer retention and satisfaction. These data may be collected in many forms, including testimonials from customers describing superlative service or from customer surveys

A

Customer service

103
Q

The four perspectives in a balanced scorecard:

focus on production and operating statistics. For clinical laboratories, ___ indicators may include fast turn-around-time in releasing results, the use of fully-automated systems to accommodate high-volume samples, and adherence to safety guidelines

A

Internal business processes

104
Q

The four perspectives in a balanced scorecard:

focusing on how well resources and human capital are being managed for the company’s future. Metrics may include things such as employee retention and the introduction of new products

A

Potential for learning and growth

105
Q

___ record, analyze, and discuss these various metrics to determine how well the organization is achieving its strategic goals

A

Managers

106
Q

The ___ is an effective tool for managing and improving performance, but only if it is clearly linked to a well-defined organizational strategy and goals.

A

balanced scorecard

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