1. Controlling is defined as the management function that involves comparing actual performance with planned
performance and taking corrective action, if needed, to ensure that objectives are achieved.
a. True
b. False
2. The process of ensuring that organizational objectives are achieved is known as planning.
a. True
b. False
3. Supervisory control involves setting goals and seeking information on whether they are reached as planned.
a. True
b. False
4. Effective controls must focus on critical factors that affect only the organization’s abilities to achieve objectives.
a. True
b. False
ANSWER:
POINTS:
DIFFICULTY:
LEARNING OBJECTIVES:
NATIONAL STANDARDS:
KEYWORDS:
True
1
Difficulty: Easy SPMT.MOSL.15.13.
3
United States – BUSPROG: Analytic
Bloom’s: Knowledge
5. Controls should be timely.
a. True
b. False
6. The benefits of controls should be worth their cost of installation and operation.
a. True
b. False
7. To be effective, controls need to be accepted by the people they affect.
a. True
b. False
8. Feedforward controls are preventive controls that try and anticipate problems before they occur.
a. True
b. False
ANSWER:
POINTS:
DIFFICULTY:
LEARNING OBJECTIVES:
NATIONAL STANDARDS:
KEYWORDS:
True
1
Difficulty: Easy SPMT.MOSL.15.13.
4
United States – BUSPROG: Analytic
Bloom’s: Knowledge
9. It is generally impractical to exercise control after a particular job is complete.
a. True
b. False
10. Feedback controls are used while activities are taking place.
a. True
b. False
11. Concurrent controls are sometimes referred to as “screening controls.”
a. True
b. False
12. The first step in the controlling function is actually a planning step.
a. True
b. False
POINTS:
DIFFICULTY:
LEARNING OBJECTIVES:
NATIONAL STANDARDS:
KEYWORDS:
1
Difficulty: Easy
SPMT.MOSL.15.13.05
United States – BUSPROG: Analytic
Bloom’s: Knowledge
13. Tangible standards relate to human characteristics that are difficult to measure.
a. True
b. False
14. Standards must always be monetary if they are to be realistically used.
a. True
b. False
15. Physical standards refer to the speed with which the job should be done.
a. True
b. False
16. Time standards are intangible standards that are difficult to measure.
a. True
b. False
POINTS:
DIFFICULTY:
LEARNING OBJECTIVES:
NATIONAL STANDARDS:
KEYWORDS:
1
Difficulty: Easy
SPMT.MOSL.15.13.04
United States – BUSPROG: Analytic
Bloom’s: Knowledge
17. Intangible standards should not be part of the control process.
a. True
b. False
18. Staff departments should not influence the process of setting performance standards.
a. True
b. False
19. In order for control to be effective, performance must always be continually monitored.
a. True
b. False
20. In terms of performance, supervisors must decide both how often and how to measure performance.
a. True
b. False
POINTS:
DIFFICULTY:
LEARNING OBJECTIVES:
NATIONAL STANDARDS:
KEYWORDS:
1
Difficulty: Easy
SPMT.MOSL.15.13.06
United States – BUSPROG: Analytic
Bloom’s: Comprehension
21. Strategic control points are located at the end of an activity.
a. True
b. False
22. Direct observation of workers is always impractical for the supervisor.
a. True
b. False
23. Performance should never be measured simply by observation. Written report should always be used instead.
a. True
b. False
24. Because sales supervisors seldom see their employees, they have no effective way to exercise control.
a. True
b. False
25. When performance deviates from standard, a supervisor should investigate to try to determine what caused the
deviation, before taking corrective action.
a. True
b. False
26. Failure to meet standards is usually caused solely by poor employee attitudes.
a. True
b. False
27. It is important for supervisors to distinguish between critical and less-critical deviations from standards.
a. True
b. False
28. Management by exception can be applied only for favorable deviations from standards.
a. True
b. False
29. When results are substantially above standard, it is not important to determine why the deviation occurred.
a. True
b. False
30. Under management by exception, a 1% drop in sales volume might be ignored, while a 20% drop would be
investigated.
a. True
b. False
31. Because of information technology, decision making and control have been shifted upward to higher management.
a. True
b. False
32. The process of ensuring that an organization’s objectives are achieved is known as:
a. planning.
b. controlling.
c. organizing.
d. operating.
33. Control:
a. involves a deviation from established performance standards.
b. is the redistribution of power in today’s more advanced organizations.
c. involves foreseeing things that could go wrong and taking steps to prevent them.
d. is a unit of measurement that can serves as a reference point for evaluating results.
34. Which of the following is NOT a characteristic of effective control systems?
a. Controls need to be accurate and concise.
b. Controls should be timely for a supervisor to take effective corrective action.
c. Controls must focus on only an organization’s abilities to achieve objectives.
d. Controls should be accepted by those they affect.
35. Which of the following is NOT one of the three types of control systems?
a. Concurrent
b. Feedforward
c. Conclusive
d. Feedback
36. Inspecting raw materials for defects before sending them to production is an example of:
a. feedforward control.
b. concurrent control.
c. positive control.
d. feedback control.
37. Martha makes sure the flour she buys is fine enough and the other ingredients are fresh before she bakes her cakes.
Which of the following methods of control is best illustrated by Martha‘s actions?
a. Concurrent control
b. Feedforward control
c. Feedback control
d. Positioning control
38. are controls that occur while an activity is taking place.
a. Feedforward controls
b. Concurrent controls
c. Positive controls
d. Feedback controls
39. are controls that measure activities that are already complete.
a. Feedforward controls
b. Concurrent controls
c. Positive controls
d. Feedback controls
40. Concurrent controls are also known as:
a. conclusive controls.
b. responsive controls.
c. trigger controls.
d. screening controls.
41. The first step in the controlling process is to:
a. monitor and measure performance.
b. establish performance standards.
c. take corrective actions if necessary.
d. compare actual performance against standard.