Chapter 16 Quiz Flashcards Preview

UNLV MGT301 - Victor Isbell > Chapter 16 Quiz > Flashcards

Flashcards in Chapter 16 Quiz Deck (20)
Loading flashcards...

Kim, a customer service manager, tracks monthly complaints and has been trying over the past six months to reduce complaints to less than 0.2% through additional training for her staff. She is engaged in _____.



Which balanced scorecard perspective helps top management's judgment to be better linked to measures of employee actions at lower levels?

internal business perspective


Productivity equals _____.

goods and services produced, divided by labor, capital, energy, and materials


Techniques for improving quality include all of the following except _____.

market share

Techniques for improving quality include employee involvement, outsourcing, reduced cycle time and statistical process control.


All of the following are reasons why performance falls significantly short of the standard except _____.

unawareness of performance drop


Which of the following is not a financial control?


Financial controls include (1) budgets, (2) financial statements, (3) ratio analysis, and (4) audits.


Current assets, fixed assets, and liabilities are all part of an organization's _____.

balance sheet

A balance sheet summarizes an organization's overall financial worth, or in other words, its assets and liabilities, at a specific point in time.


Examining how the organization looks to shareholders is part of which of the balanced scorecard perspectives?

financial perspective


Managers can increase overall productivity by increasing the efficiency of all the following except _____.


Managers can increase overall productivity by making substitutions or increasing the efficiency of any one element: labor, capital, materials, or energy.


ROI is a(n) _____.

return ratio


Which of the following is not a purpose of a manager?

increase globalization

The purpose of a manager is to make decisions about four management functions—planning, organizing, leading, and controlling—to get people to achieve productivity and realize results.


Profits or losses incurred by an organization are represented in its _____.

income statement


Which of the following is not one of the reasons that control is needed in an organization?

to eliminate the need for teamwork

Reasons for control in an organization include adapting to change and uncertainty, to discover irregularities and errors, to reduce costs, increase productivity or add value, to detect opportunities, to deal with complexity, and to decentralize decision making and facilitate teamwork.


Which of the following is not characteristic of an external audit?

primarily used when management suspects embezzlement


Britta is trying to measure her salon's productivity during the first quarter. For this period, she should divide _______ by the costs of her staff, loans, materials and utility bills.

the total salon services and products sold


Which of the following may be done as corrective action in the control process?

evaluate performance and take action


Michele manages employees at Maui Tours and Lodging. She has noticed that one of her employees submits via the computer system the same suggestions for continuous improvement multiple times, knowing that performance is evaluated on the number of suggestions only. This problem is typical of ______ control.


Bureaucratic control may not be effective if people are looking for ways to stay out of trouble by simply following the rules, or if they try to beat the system by manipulating performance reports, or if they try to actively resist bureaucratic constraints.


One characteristic of incremental budgeting is that it _____.

locks managers into stable spending arrangements


At UPS, delivery ______ vary according to whether a route is urban, suburban, or rural in nature.



Which of the following is an example of an informational resource control?

a competition analysis