Management Chapter 6 Managing Objectives System That Works Only Improve Organizational Improvement Objectives

Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank

Bloom’s: Knowledge

Level: Easy

Learning Objective 3: Describe useful control tools and techniques.

Section Reference: Gantt charts and CPM/PERT improve project management and control.

AACSB: Analytic

39. A __________ graphically displays the scheduling of tasks required to complete a project.

a) business chart

b) Gantt chart

c) Pareto chart

d) project chart

40.__________ is a combination of the critical path method and the program evaluation and

review technique.

a) CPM/PERT

b) A Gantt chart

c) A Pareto chart

d) Project management

44. __________ routes materials to workstations just in time for use.

a) On-time scheduling

b) Almost-on-time scheduling

c) Strategic scheduling

d) Just-in–time scheduling

45. The point at which revenues just equal costs is called the __________.

a) profit margin

b) breakeven point

c) maximum cost point

d) marginal revenue point

46. __________ performs what-if calculations under different revenue and cost conditions.

a) Breakeven analysis

b) Profit analysis

c) Loss analysis

Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank

d) Marginal analysis

47. The two types of cost used to determine the breakeven point are __________ and

__________.

a) minimum cost; maximum cost

b) direct cost; indirect cost

c) fixed cost; variable cost

d) hard cost; soft cost

48. __________ measures ability to meet short-term obligations.

a) Liquidity

b) Leverage

c) Asset management

d) Profitability

52. Historical comparisons benchmark our performance against that being achieved by other

people, work units, or organizations.

53. The advantage of feedforward controls is the opportunity to intervene immediately when

problems are detected.

54. Managing by objectives is a system that works only to improve organizational improvement

objectives.

55. While writing a good performance objective, you should identify a date by which the key

result will be accomplished.

56. Six Sigma is not a common quality standard in our global marketplace because it is often too

difficult to achieve.

57. The reality of “continuous improvement” is that you can never be satisfied, that something

can and always should be done better.

Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank

62. Concurrent controls are also called __________.

63. If you follow-up with clients to see what they thought of the service level that you provided,

you are using a(n) __________ type of control.

64. Bureaucratic control is an example of __________.

65. Business firms adjusting products, price, and other practices in response to customer

feedback and competitor moves illustrates __________.

66. __________ document intentions to accomplish personal growth, such as expanded job

knowledge or skills.

67. The common phrase for operations, built upon continuous improvement, that seek to make

quality an everyday performance objective is __________.

72. __________ measures asset and inventory efficiency.

73. A(n) __________ measures performance on financial, customer service, internal process, and

innovation and learning goals.

Essay

74. Describe the basic steps in the control process.

75. Discuss the managing by objectives technique for integrating planning and controlling.

76. As a manager of a firm, what steps would you take to increase internal control within

employees?

77. Define the three types of time-related controls and their relationship to work inputs, work

throughputs, and work outputs.

78. Define and discuss the components of TQM (total quality management).

79. Discuss breakeven analysis. What is its intent? How is it calculated?

80. Discuss just-in-time scheduling (JIT). As a manager of a firm, would you use this approach

to inventory control? Give reasons.