Q&A Hero

Q: Monetary standards would include all of the following EXCEPT: a. labor costs. b. deadlines. c. profit margins. d. maintenance costs.

Q: The speed with which a job should be completed is a: a. time standard. b. monetary standard. c. physical standard. d. numerical standard.

Q: 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

Q: 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

Q: 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.

Q: 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.

Q: Concurrent controls are also known as: a. conclusive controls. b. responsive controls. c. trigger controls. d. screening controls.

Q: are controls that measure activities that are already complete. a. Feedforward controls b. Concurrent controls c. Positive controls d. Feedback controls

Q: are controls that occur while an activity is taking place. a. Feedforward controls b. Concurrent controls c. Positive controls d. Feedback controls

Q: 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

Q: 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.

Q: Which of the following is NOT one of the three types of control systems? a. Concurrent b. Feedforward c. Conclusive d. Feedback

Q: 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.

Q: Control: a. involves a deviation from established performance standards. b. is the redistribution of power in todays 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.

Q: The process of ensuring that an organization's objectives are achieved is known as: a. planning. b. controlling. c. organizing. d. operating.

Q: Because of information technology, decision making and control have been shifted upward to higher management. a. True b. False

Q: Under management by exception, a 1% drop in sales volume might be ignored, while a 20% drop would be investigated. a. True b. False

Q: When results are substantially above standard, it is not important to determine why the deviation occurred. a. True b. False

Q: Management by exception can be applied only for favorable deviations from standards. a. True b. False

Q: It is important for supervisors to distinguish between critical and less-critical deviations from standards. a. True b. False

Q: Failure to meet standards is usually caused solely by poor employee attitudes. a. True b. False

Q: 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

Q: Because sales supervisors seldom see their employees, they have no effective way to exercise control. a. True b. False

Q: Performance should never be measured simply by observation. Written report should always be used instead. a. True b. False

Q: Direct observation of workers is always impractical for the supervisor. a. True b. False

Q: Strategic control points are located at the end of an activity. a. True b. False

Q: In terms of performance, supervisors must decide both how often and how to measure performance. a. True b. False

Q: In order for control to be effective, performance must always be continually monitored. a. True b. False

Q: Staff departments should not influence the process of setting performance standards. a. True b. False

Q: Intangible standards should not be part of the control process. a. True b. False

Q: Time standards are intangible standards that are difficult to measure. a. True b. False

Q: Physical standards refer to the speed with which the job should be done. a. True b. False

Q: Standards must always be monetary if they are to be realistically used. a. True b. False

Q: Tangible standards relate to human characteristics that are difficult to measure. a. True b. False

Q: The first step in the controlling function is actually a planning step. a. True b. False

Q: Concurrent controls are sometimes referred to as screening controls. a. True b. False

Q: Feedback controls are used while activities are taking place. a. True b. False

Q: It is generally impractical to exercise control after a particular job is complete. a. True b. False

Q: Feedforward controls are preventive controls that try and anticipate problems before they occur. a. True b. False

Q: To be effective, controls need to be accepted by the people they affect. a. True b. False

Q: The benefits of controls should be worth their cost of installation and operation. a. True b. False

Q: Controls should be timely. a. True b. False

Q: Effective controls must focus on critical factors that affect only the organizations abilities to achieve objectives. a. True b. False

Q: Supervisory control involves setting goals and seeking information on whether they are reached as planned. a. True b. False

Q: The process of ensuring that organizational objectives are achieved is known as planning. a. True b. False

Q: 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

Q: What impact does technology have on control in organizations?

Q: Define management by exception.

Q: 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.

Q: Identify the basic ways a supervisor can measure performance.

Q: How are standards set? What role does the supervisor play?

Q: Distinguish between tangible and intangible standards.

Q: Identify and define the types of tangible performance standards that can be set. Give examples of each.

Q: List the steps in the controlling process.

Q: Describe several methods that can be used by supervisors to manage their time more effectively.

Q: Describe the four major methods for coping with stress

Q: Discuss burnout and explain how the Maslach Burnout Inventory can be useful.

Q: Contrast Type A and Type B behavior.

Q: How do major life events affect human behavior?

Q: What are the three major causes of stress?

Q: Compare the positive and negative aspects of stress.

Q: Define stress. How is the reaction of modern human beings to stress similar to their primitive ancestors?

Q: What are the negative consequences of dysfunctional conflict?

Q: Identify the four basic components of principled negotiation.

Q: How does principled negotiation differ from positional bargaining?

Q: List and explain the five conflict handling styles.

Q: Discuss the causes of conflict in the workplace.

Q: Which of the following is NOT one of the methods by which to minimize the wasting of time? a. Combine small jobs to create big jobs b. Begin meetings on time c. Delegate jobs and time-consuming details d. Focus effort on high-priority items

Q: Which of the following is NOT a common time waster? a. Procrastination b. Delegation c. Interruption d. Indecision

Q: "A" priority activities: a. are routine and relatively unimportant. b. are those activities that can be eliminated in order to better use time. c. are the most important and critical to the job. d. are of medium priority and important, but not crucial.

Q: is the ability to use one's time to get things done when they should be done. a. Priority control b. Time management c. PERT scheduling d. Time proportioning

Q: Which of the following would help one gain control over one's life? a. Planning for long-term goals instead of short-term goals b. Pursuing activities that capitalize on one's strengths c. Seeing situations as problems rather than challenges d. Taking a series of short vacations instead of a long one

Q: One of the ways a supervisor can gain control is by: a. perceiving situations as problems rather than challenges. b. planning and identifying both long-term and short-term goals. c. taking a series of short vacations rather than a long vacation. d. declining rewards when something worthwhile is accomplished.

Q: When engaging in physical exercise, it is important to remember that: a. people who revitalize their bodies are more likely to worry. b. strenuous physical activity causes people to become upset over events and problems. c. a persons muscles and circulatory system are not designed for a life of activity. d. the exercise should be vigorous to the point of inducing perspiration.

Q: Which of the following is a distinguishing characteristic of burnout candidates? a. They experience stress caused predominantly by job-related stressors. b. They tend to be realistic in their views. c. They tend to seek attainable goals. d. They would be operating at the physiological fulfillment level of Maslow's needs hierarchy.

Q: Christine is an idealistic and self-motivated supervisor who often attempts to accomplish too many things in a short time. Christine exhibits the characteristics of: a. unassertive control. b. type A behavior. c. type B behavior. d. cooperative control.

Q: Which of the following organizational and work factors would NOT be the cause for excessive stress to occur? a. Unambiguous work objectives b. Poor working conditions c. Inconsistent application of company policies d. Widespread autocratic leadership

Q: is one of the causes for high turnover in an organization. a. Schedule b. Stress c. Communication d. Diversity

Q: Individuals exhibiting Type A behavior: a. tend to want to work on too many things at once. b. tend to devote more time to exercise. c. tend to be calm and worry less. d. tend to delegate work to employees who can perform better.

Q: People exhibiting Type B behavior: a. tend to accomplish too many things in a short time. b. tend to be unrealistic in estimating the time it takes to complete an assignment. c. tend to be calm and devote more time to exercise. d. tend to struggle against other people to accomplish their ends.