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2nd Year 2nd Term > MT6316 LESSON 5 > Flashcards

MT6316 LESSON 5 Flashcards

1
Q

What refers to the systematic process of regulating organizational activities to make them consistent with the expectations?

A

Organizational control

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2
Q

Effectively controlling an organization requires?

A

information about performance standards and actual performance

actions taken to correct any deviations from the standards.

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3
Q

Controlling involves ____,____, and _____ performance to accomplish an objective as it was planned

A

measuring, restraining and correcting

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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

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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.
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6
Q

3 stages of control?

A

Input
Conversion
Output

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7
Q

What stage of control: Feedforward

A

Input

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8
Q

What stage of control: Anticipate problems before they occur

A

Input

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9
Q

What stage of control: Concurrent

A

Conversion

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10
Q

What stage of control: Manage problems as they occur

A

Conversion

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11
Q

What stage of control: Feedback control

A

Output

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12
Q

What stage of control: Manage problems after they have arisen

A

Output

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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

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14
Q

Involves using feedback to determine whether performance meets established standards.

A

feedback control model

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15
Q

Performance standard must be expressed in quantitative or qualitative terms?

A

quantitative

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16
Q

Address how well the work is performed and/or how accurate or how effective the final product is.

A

Quality

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17
Q

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

A

Timeliness

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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

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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

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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

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21
Q

Hierarchical or Decentralized: Uses detailed rules and procedures

A

Hierarchical

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22
Q

Hierarchical or Decentralized: Top-down authority, position power, quality control inspectors

A

Hierarchical

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23
Q

Hierarchical emphasizes on what kind of rewards?

A

Extrinsic

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24
Q

Hierarchical or Decentralized: Features rigid organization culture, distrust of cultural normals and means of control

A

Hierarchical

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25
Q

Hierarchical or Decentralized: Employees following instructions and do just what they are told

A

Hierarchical

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26
Q

Hierarchical or Decentralized: Employees absenteeism and turnover is high

A

Hierarchical

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27
Q

Hierarchical or Decentralized: Basic assumption is that people work best when they are fully committed

A

Decentralized

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28
Q

Hierarchical or Decentralized: Limited use of rules, relies on values, group and self control, selection and socialization

A

Decentralized

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29
Q

Hierarchical or Decentralized: Result-based job descriptions, emphasizes on goals to be achieved

A

Decentralized

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30
Q

Decentralized control emphasizes on what kind of rewards?

A

Extrinsic and Instrinsic

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31
Q

Hierarchical or Decentralized: Adaptive culture recognized as a means for uniting individuals, team, and organizational foals for overall control

A

Decentralized

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32
Q

Hierarchical or Decentralized: Employees take initiative and seek responsibility

A

Decentralized

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33
Q

Hierarchical or Decentralized: Employees actively engage and commit to their work

A

Decentralized

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34
Q

Hierarchical or Decentralized: Turnover is low

A

Decentralized

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35
Q

Hierarchical or Decentralized: Total Quality Management

A

Decentralized

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36
Q

The TQM philosophy focuses on?

A

teamwork, increasing customer satisfaction, and lowering costs.

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37
Q

Organizations implement TQM by?

A

encouraging managers and employees to collaborate to identify areas for improvement

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38
Q

______ becomes part of the day-to-day business of every employee rather than being assigned to specialized departments.

A

Quality control

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39
Q

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

Continuous process of measuring products, services, and practices against major competitors or industry leaders

A

Benchmarking

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41
Q

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

Implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis.

A

Continuous improvement, or kaizen

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44
Q

What are the different TQM Techniques?

A

Quality circles
Benchmarking
Six Sigma
Quality partnering
Continuous improvement

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45
Q

Steps of THE SIX SIGMA CONCEPT?

A
  1. Define
  2. Measure
  3. Analyze
  4. Improve
  5. Control
46
Q

What step of six sigma: Quality variables valued by the customer are measured, and goals are set for improvement.

A

Measure

47
Q

What step of six sigma: The root causes of the current defect levels are identified, and alternatives are considered for process changes.

A

Analyze

48
Q

What step of six sigma: The process is changed and checked for improvement.

A

Improve

49
Q

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

A

Control

50
Q

What step of six sigma: The process is selected for improvement, and the project charter is specified.

A

Define

51
Q

Once a process is selected for improvement, what is formed and why?

A

a cross-functional team

since most processes cut across functional lines.

52
Q

Who is chosen to lead the improvement team?

A

A full-time trained process improvement specialist, usually called a “black-belt”

53
Q

Lean or Six Sigma: Understand process flow and eliminate waste

A

Lean

54
Q

Lean or Six Sigma: Primarily high volume processes

A

Lean

55
Q

Lean or Six Sigma: Basic principles and “cookbook” style implementation based on accepted practices

A

Lean

56
Q

Lean or Six Sigma: Driven by local supervisor

A

Lean

57
Q

Lean or Six Sigma: Usually about 1 week - 2 months

A

Lean

58
Q

Lean or Six Sigma: Mostly ad-hoc, minimal formal training

A

Lean

59
Q

Lean or Six Sigma: Learning by doing

A

Lean

60
Q

Lean or Six Sigma: Improve process capability and eliminate/minimize variation

A

Six sigma

61
Q

Lean or Six Sigma: Any business processes

A

Six sigma

62
Q

Lean or Six Sigma: Well understood problem-solving approach relying on statistics

A

Six sigma

63
Q

Lean or Six Sigma: BPM and gap analysis

A

Six sigma

64
Q

Lean or Six Sigma: Usually about 2-6 months

A

Six sigma

65
Q

Lean or Six Sigma: Dedicated resources, broad-based training

A

Six sigma

66
Q

Lean or Six Sigma: Learning by classroom and doing

A

Six sigma

67
Q

7 Quality Control Tools for Continuous Improvement?

A

Flow chart
Fishbone diagram
Check sheet
Histogram
Pareto Chart
Scatter diagram
Control chart

68
Q

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

A

Flowcharts

69
Q

What QC tool: Identify possible problems that need to be investigated via further data collection and analysis

A

Flowcharts

70
Q

What QC tool: Shows the relationship of factors and variables that might have led to the occurrence of issues

A

Cause-and-effect (CE) diagram

71
Q

What QC tool: Identifies the problem itself, the effect, which is placed on the right side of the diagram

A

Cause-and-effect (CE) diagram

72
Q

What QC tool: Fleshes out the various potential causes of the problem that are shown along the spine of the diagram and categorized

A

Cause-and-effect (CE) diagram

73
Q

What QC tool: Shows an appearance of a diagram that suggests a fishbone analogy

A

Cause-and-effect (CE) diagram

74
Q

What QC tool: Data collection done, which are put in a tabular list representing collected data about the process

A

Check sheets

75
Q

What QC tool: Contain critical process measurements taken at periodic intervals during the day and tabulated by the time taken

A

Check sheets

76
Q

What QC tool: Used to tabulate the frequency of certain defects or other quality-related events

A

Check sheets

77
Q

What QC Tool: Show the relationship between two variables

A

Scatter diagrams

78
Q

In a scatter diagram, if a particular cause and effect are suspected to be related, the relationship
will be apparent as?

A

a linear or curved pattern on the scatter diagram

79
Q

Once improvements have been made, the new process should be _________ by using a _________.

A

stabilized to hold the gains

new control chart.

80
Q

T or F: The original control chart from before process improvement, will still be appropriate following the improvements.

A

F, no longer appropriate

81
Q

What QC tool: Frequency count using data from the check sheet to show the form and shape of the distribution of the data

A

Histogram

82
Q

What do histograms indicate?

A

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
Q

What QC tool: Constructed to show the most important problems

A

Pareto diagram

84
Q

Who created Pareto diagram?

A

Vilfredo Pareto

85
Q

What did Vilfredo Pareto observe?

A

few items in any population constitute a significant percentage of the entire group

86
Q

What is in Pareto’s law?

A

a few of the failure modes account for most of the observed
defects.

87
Q

What is included in the cost of quality?

A

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

88
Q

T or F: Prevention, appraisal, internal failure, and external failure categories are all costs of not doing things right the first time.

A

F, everything except prevention

89
Q

T or F: When a cost is assigned to poor quality, it can be managed and controlled like any other cost.

A

T

90
Q

One of the most commonly used forms of managerial control

A

Budgetary control

91
Q

Budgetary control is a process of?

A

setting targets for an organization’s expenditures, monitoring results and comparing them to the budget, and making changes

92
Q

Reports that list planned and actual expenditures for cash, assets, raw materials, salaries, and other resources

A

budgets

93
Q

T or F: There is only one budget for the whole organization

A

F, it is created for every division or department within an organization,

94
Q

Budget reports usually list the variance between?

A

the budgeted and actual amounts for each item.

95
Q

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

A

A responsibility center

96
Q

Outlines the anticipated and actual expenses for a responsibility center.

A

expense budget

97
Q

Lists forecasted and actual revenues of the organization

A

revenue budget

98
Q

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 budget

99
Q

A budget that plans and reports investments in major assets to be depreciated over several years

A

capital budget

100
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

A

Corporate governance

101
Q

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

A balanced scorecard

102
Q

What THE FOUR PERSPECTIVES IN A BALANCED SCORE CARD?

A

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

103
Q

Reflects a concern that the organization’s activities contribute to improving short- and long-term financial performance

A

Financial performance

104
Q

Includes traditional measures such as net income and return on investment.

A

Financial performance

105
Q

How customers view the organization and customer retention and satisfaction

A

Customer service

106
Q

Data may be collected in many forms, including testimonials from customers describing superlative service or from customer surveys.

A

Customer service

107
Q

What does Internal business processes focus on?

A

production and operating statistics

108
Q

For clinical laboratories, business process indicators may include?

A

fast turn-around-time in releasing results, use of fully-automated systems to accommodate high-volume samples, and adherence to safety guidelines.

109
Q

Focusing on how well resources and human capital are being managed for the company’s future

A

Potential for learning and growth

110
Q

In Potential for learning and growth, metrics may include?

A

employee retention and the introduction of new products.

111
Q

Who records, analyzes, and discusses these various metrics to determine how well the organization is achieving its strategic goals?

A

Managers

112
Q

The balanced scorecard is an effective tool for?

A

managing and improving performance only if it is clearly linked to a well-defined organizational strategy and goals.

2nd Year 2nd Term (38 decks)

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