MT6316 LESSON 5 Flashcards
(112 cards)
1
Q
What refers to the systematic process of regulating organizational activities to make them consistent with the expectations?
A
Organizational control
2
Q
Effectively controlling an organization requires?
A
information about performance standards and actual performance
actions taken to correct any deviations from the standards.
3
Q
Controlling involves ____,____, and _____ performance to accomplish an objective as it was planned
A
measuring, restraining and correcting
4
Q
Controlling also involves _____ of certain elements against _______ and the _______ of various personnel in the organization
A
measurement of certain elements such as time, quality, quantity and cost against standards or models
evaluation of the work or performance of various personnel in the organization
5
Q
A good control system should?
A
- be flexible so managers can respond as needed.
- provide accurate information about the
organization. - provide information in a timely manner, and
- encourage each employee to exercise self- control.
6
Q
3 stages of control?
A
Input
Conversion
Output
7
Q
What stage of control: Feedforward
A
Input
8
Q
What stage of control: Anticipate problems before they occur
A
Input
9
Q
What stage of control: Concurrent
A
Conversion
10
Q
What stage of control: Manage problems as they occur
A
Conversion
11
Q
What stage of control: Feedback control
A
Output
12
Q
What stage of control: Manage problems after they have arisen
A
Output
13
Q
Components of the feedback control model?
A
Establish standards of performance
Measure actual performance
Compare performance to standards
Take corrective action if inadequate and do nothing/ provide reinforcement to establish strategic goals if adequate
14
Q
Involves using feedback to determine whether performance meets established standards.
A
feedback control model
15
Q
Performance standard must be expressed in quantitative or qualitative terms?
A
quantitative
16
Q
Address how well the work is performed and/or how accurate or how effective the final product is.
A
Quality
17
Q
Addresses how quickly, when or by what date the work is produced.
A
Timeliness
18
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
19
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
20
Q
Hierarchical or Decentralized: Basic assumption of people being incapable of self discipline and cannot be trusted, they need to be monitored and controlled closely
A
Hierarchical
21
Q
Hierarchical or Decentralized: Uses detailed rules and procedures
A
Hierarchical
22
Q
Hierarchical or Decentralized: Top-down authority, position power, quality control inspectors
A
Hierarchical
23
Q
Hierarchical emphasizes on what kind of rewards?
A
Extrinsic
24
Q
Hierarchical or Decentralized: Features rigid organization culture, distrust of cultural normals and means of control
A
Hierarchical
25
Hierarchical or Decentralized: Employees following instructions and do just what they are told
Hierarchical
26
Hierarchical or Decentralized: Employees absenteeism and turnover is high
Hierarchical
27
Hierarchical or Decentralized: Basic assumption is that people work best when they are fully committed
Decentralized
28
Hierarchical or Decentralized: Limited use of rules, relies on values, group and self control, selection and socialization
Decentralized
29
Hierarchical or Decentralized: Result-based job descriptions, emphasizes on goals to be achieved
Decentralized
30
Decentralized control emphasizes on what kind of rewards?
Extrinsic and Instrinsic
31
Hierarchical or Decentralized: Adaptive culture recognized as a means for uniting individuals, team, and organizational foals for overall control
Decentralized
32
Hierarchical or Decentralized: Employees take initiative and seek responsibility
Decentralized
33
Hierarchical or Decentralized: Employees actively engage and commit to their work
Decentralized
34
Hierarchical or Decentralized: Turnover is low
Decentralized
35
Hierarchical or Decentralized: Total Quality Management
Decentralized
36
The TQM philosophy focuses on?
teamwork, increasing customer satisfaction, and lowering costs.
37
Organizations implement TQM by?
encouraging managers and employees to collaborate to identify areas for improvement
38
______ becomes part of the day-to-day business of every employee rather than being assigned to specialized departments.
Quality control
39
Include groups of six to 12 volunteer employees who meet regularly to discuss and solve problems affecting the quality of their work.
Quality circles
40
Continuous process of measuring products, services, and practices against major competitors or industry leaders
Benchmarking
41
Quality control approach that emphasizes a relentless pursuit of higher quality and lower costs.
Six Sigma
42
Involves assigning dedicated personnel within a particular functional area of the business to identify opportunities for improvement throughout the work process.
Quality partnering
43
Implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis.
Continuous improvement, or kaizen
44
What are the different TQM Techniques?
Quality circles
Benchmarking
Six Sigma
Quality partnering
Continuous improvement
45
Steps of THE SIX SIGMA CONCEPT?
1. Define
2. Measure
3. Analyze
4. Improve
5. Control
46
What step of six sigma: Quality variables valued by the customer are measured, and goals are set for improvement.
Measure
47
What step of six sigma: The root causes of the current defect levels are identified, and alternatives are considered for process changes.
Analyze
48
What step of six sigma: The process is changed and checked for improvement.
Improve
49
What step of six sigma: This step uses a control chart or measurements to ensure that the process improvement is not lost over time.
Control
50
What step of six sigma: The process is selected for improvement, and the project charter is specified.
Define
51
Once a process is selected for improvement, what is formed and why?
a cross-functional team
since most processes cut across functional lines.
52
Who is chosen to lead the improvement team?
A full-time trained process improvement specialist, usually called a “black-belt”
53
Lean or Six Sigma: Understand process flow and eliminate waste
Lean
54
Lean or Six Sigma: Primarily high volume processes
Lean
55
Lean or Six Sigma: Basic principles and "cookbook" style implementation based on accepted practices
Lean
56
Lean or Six Sigma: Driven by local supervisor
Lean
57
Lean or Six Sigma: Usually about 1 week - 2 months
Lean
58
Lean or Six Sigma: Mostly ad-hoc, minimal formal training
Lean
59
Lean or Six Sigma: Learning by doing
Lean
60
Lean or Six Sigma: Improve process capability and eliminate/minimize variation
Six sigma
61
Lean or Six Sigma: Any business processes
Six sigma
62
Lean or Six Sigma: Well understood problem-solving approach relying on statistics
Six sigma
63
Lean or Six Sigma: BPM and gap analysis
Six sigma
64
Lean or Six Sigma: Usually about 2-6 months
Six sigma
65
Lean or Six Sigma: Dedicated resources, broad-based training
Six sigma
66
Lean or Six Sigma: Learning by classroom and doing
Six sigma
67
7 Quality Control Tools for Continuous Improvement?
Flow chart
Fishbone diagram
Check sheet
Histogram
Pareto Chart
Scatter diagram
Control chart
68
What 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
Flowcharts
69
What QC tool: Identify possible problems that need to be investigated via further data collection and analysis
Flowcharts
70
What QC tool: Shows the relationship of factors and variables that might have led to the occurrence of issues
Cause-and-effect (CE) diagram
71
What QC tool: Identifies the problem itself, the effect, which is placed on the right side of the diagram
Cause-and-effect (CE) diagram
72
What QC tool: Fleshes out the various potential causes of the problem that are shown along the spine of the diagram and categorized
Cause-and-effect (CE) diagram
73
What QC tool: Shows an appearance of a diagram that suggests a fishbone analogy
Cause-and-effect (CE) diagram
74
What QC tool: Data collection done, which are put in a tabular list representing collected data about the process
Check sheets
75
What QC tool: Contain critical process measurements taken at periodic intervals during the day and tabulated by the time taken
Check sheets
76
What QC tool: Used to tabulate the frequency of certain defects or other quality-related events
Check sheets
77
What QC Tool: Show the relationship between two variables
Scatter diagrams
78
In a scatter diagram, if a particular cause and effect are suspected to be related, the relationship
will be apparent as?
a linear or curved pattern on the scatter diagram
79
Once improvements have been made, the new process should be _________ by using a _________.
stabilized to hold the gains
new control chart.
80
T or F: The original control chart from before process improvement, will still be appropriate following the improvements.
F, no longer appropriate
81
What QC tool: Frequency count using data from the check sheet to show the form and shape of the distribution of the data
Histogram
82
What do histograms indicate?
indicates that some data points are outliers, odd shapes to the distribution that indicate skewness or more than one mode or peak in the distribution
83
What QC tool: Constructed to show the most important problems
Pareto diagram
84
Who created Pareto diagram?
Vilfredo Pareto
85
What did Vilfredo Pareto observe?
few items in any population constitute a significant percentage of the entire group
86
What is in Pareto's law?
a few of the failure modes account for most of the observed
defects.
87
What is included in the cost of quality?
prevention, appraisal, internal failure, and external failure categories.
88
T or F: Prevention, appraisal, internal failure, and external failure categories are all costs of not doing things right the first time.
F, everything except prevention
89
T or F: When a cost is assigned to poor quality, it can be managed and controlled like any other cost.
T
90
One of the most commonly used forms of managerial control
Budgetary control
91
Budgetary control is a process of?
setting targets for an organization’s expenditures, monitoring results and comparing them to the budget, and making changes
92
Reports that list planned and actual expenditures for cash, assets, raw materials, salaries, and other resources
budgets
93
T or F: There is only one budget for the whole organization
F, it is created for every division or department within an organization,
94
Budget reports usually list the variance between?
the budgeted and actual amounts for each item.
95
Defined as any organizational department or unit under
the supervision of a single person who is responsible for its activity.
A responsibility center
96
Outlines the anticipated and actual expenses for a responsibility center.
expense budget
97
Lists forecasted and actual revenues of the organization
revenue budget
98
Estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligations
cash budget
99
A budget that plans and reports investments in major assets to be depreciated over several years
capital budget
100
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
Corporate governance
101
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
102
What THE FOUR PERSPECTIVES IN A BALANCED SCORE CARD?
Financial performance
Customer service
Internal business processes
Potential for learning and growth
103
Reflects a concern that the organization’s activities contribute to improving short- and long-term financial performance
Financial performance
104
Includes traditional measures such as net income and return on investment.
Financial performance
105
How customers view the organization and customer retention and satisfaction
Customer service
106
Data may be collected in many forms, including testimonials from customers describing superlative service or from customer surveys.
Customer service
107
What does Internal business processes focus on?
production and operating statistics
108
For clinical laboratories, business process indicators may include?
fast turn-around-time in releasing results, use of fully-automated systems to accommodate high-volume samples, and adherence to safety guidelines.
109
Focusing on how well resources and human capital are being managed for the company’s future
Potential for learning and growth
110
In Potential for learning and growth, metrics may include?
employee retention and the introduction of new products.
111
Who records, analyzes, and discusses these various metrics to determine how well the organization is achieving its strategic goals?
Managers
112
The balanced scorecard is an effective tool for?
managing and improving performance only if it is clearly linked to a well-defined organizational strategy and goals.
