42. Which of the following is NOT a step in the control process?
a. Establish supervisory authority.
b. Compare actual performance against standards.
c. Establish standards of performance.
d. Take corrective action.
43. Which of the following would be a tangible standard?
a. Employee morale
b. Percentage of successful sales calls
c. Desirable attitude
d. Degree of cooperation among employees
44. Physical standards relate to the .
a. rate of production of a product
b. number of products manufactured
c. maintenance cost of a product
d. durability of a product
45. The speed with which a job should be completed is a:
a. time standard.
b. monetary standard.
c. physical standard.
d. numerical standard.
46. Monetary standards would include all of the following EXCEPT:
a. labor costs.
b. deadlines.
c. profit margins.
d. maintenance costs.
47. Which of the following would be an intangible standard?
a. Cooperative attitudes
b. Minimum size tolerances
c. Quality and durability of materials
d. Scheduled project completion dates
48. After standards are set, supervisors:
a. have completed the controlling function.
b. must actually monitor performance.
c. must perform the production activities themselves.
d. should monitor only tangible standards.
49. The performance measurement point located sufficiently early in an activity to allow any corrective actions to be
taken to accomplish the objective is known as:
a. tangible standard.
b. management by exception.
c. strategic control point.
d. management by objectives.
50. In deciding how to measure performance, the supervisor should:
a. develop a meaningful, valid method of measurement.
b. rely on personal observation only.
c. not depend on oral reports by or about employees.
d. develop a method that keeps measuring performance constantly.
51. Which of the following is NOT one of the methods by which managers can measure performance?
a. Personal observation
b. Experimentation
c. Written reports by employees
d. Inspection
52. A(n) occurs when actual performance is less or greater than standard.
a. control point
b. objective
c. deviation
d. goal
53. Monitoring a worker’s activities is an example of :
a. measuring performance.
b. establishing performance standards.
c. taking corrective actions for failing to meet performance standards.
d. comparing performance with standards.
54. Using , a supervisor focuses on critical control needs and allows employees to handle most routine deviations
from standard.
a. invasive management
b. management by exception
c. impoverished management
d. transformational management
55. Using management by exception:
a. supervisors develop actions to be taken before or during the course of a job, to prevent things from going
wrong.
b. supervisors invest equal time and effort on all activities irrespective of how big or small they are.
c. supervisors establish a point of activity where performance is measured early enough so that corrective action
can be taken.
d. supervisors set priorities for activities, depending on their importance, and to focus their efforts on top-priority
items.
56. If sales fall 5% below forecast, a sales manager takes no action. If, however, sales fall 20% below forecast, the
sales manager and the district manager schedule a sales review meeting. This is an example of:
a. impoverished management.
b. management by exception.
c. intangible standards management.
d. country club management.
57. One result of the information revolution is that:
a. decision making has been shifted downward to lower levels of management.
b. control has been shifted upward to higher levels of management.
c. managers need to cope with stagnancy of operations in all types of economic activities.
d. supervisors have access to limited types and sources of information.
58. Identify the three basic phases of control.
59. Briefly identify and explain the characteristics of an effective control system.
60. Define each of the three types of control systems.
61. List the steps in the controlling process.
62. Identify and define the types of tangible performance standards that can be set. Give examples of each.
63. Distinguish between tangible and intangible standards.
64. How are standards set? What role does the supervisor play?
65. Identify the basic ways a supervisor can measure performance.
1. Personal observation.
2. Written or oral reports by or about employees.
3. Automatic methods.
4. Inspections, tests, or samples.
66. If departure from standards have occurred, managers should take corrective actions. List the corrective actions a
supervisor can take when there is a departure from standards.
67. Define management by exception.
68. What impact does technology have on control in organizations?