Supervision Concepts and Skill-Building Samuel Certo 10e - Test Bank

Supervision Concepts and Skill-Building Samuel Certo 10e – Test Bank

 

Instant Download – Complete Test Bank With Answers

 

 

Sample Questions Are Posted Below

 

Chapter 06

Reaching Goals: Plans and Controls

1. ________ is the management function of setting goals and determining how to meet them.
2. Organizing
3. Controlling
4. C. Planning
5. Evaluating

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-01: Describe types of planning that take place in organizations.

Topic: Planning in Organizations

Feedback: Planning is the management function of setting goals and determining how to meet them. The other functions managers perform—organizing, staffing, leading, and controlling—all depend on good planning.

2. ________ are objectives with a broad focus.
3. A. Goals
4. Norms
5. Requirements
6. Targets

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Goals are objectives with a broad focus. Planning centers on the setting of goals and objectives.

3. Identify a true statement about planning.
4. Planning should begin at the bottom, with a plan for each department.
5. B. Planning helps managers use resources efficiently, thus minimizing wasted time and money.
6. Expensive software packages are required for supervisors to plan projects efficiently.
7. The act of planning forces managers to spend time focusing completely on current projects.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-01: Describe types of planning that take place in organizations.

Topic: Planning in Organizations

Feedback: Planning helps managers use resources efficiently, thus minimizing wasted time and money. Time spent in planning a project can reduce the time required to carry it out.

4. Which of the following is the management function upon which all the other functions depend?
5. Staffing
6. Controlling
7. C. Planning
8. Organizing

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-01: Describe types of planning that take place in organizations.

Topic: Planning in Organizations

Feedback: Planning is the management function upon which all the other functions depend. It involves setting goals and determining how to meet them.

5. ________ specify the desired accomplishments of an organization as a whole or of a part of it.
6. Traditions
7. B. Objectives
8. Codes of ethics
9. Norms

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Objectives specify the desired accomplishments of the organization as a whole or of a part of it. According to one school of thought, goals are objectives with a broad focus.

6. “Strategic planning” is best defined as the process of
7. A. creating long-term goals for the organization as a whole.
8. developing objectives that specify how each department will support organizational goals.
9. planning what to do if the original plans or objectives set by an organization do not work out.
10. accurately linking operational planning with financial planning.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Strategic planning is the creation of long-term goals for an organization. These goals typically include the type and quality of goods or services the organization is to provide and, for a business, the level of profits it is to earn.

7. Fusion Inc., a clothing manufacturer, has recently become very successful in terms of total revenue. The top management is now planning to venture into the confectionary business and earn similar profits in this new business. This is an example of ________ planning.
8. operational
9. B. strategic
10. contingency
11. integrated operational

 

AACSB: Reflective Thinking

Accessibility: Keyboard Navigation

Blooms: Apply

Difficulty: 3 Hard

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: The type of planning in the scenario exemplifies strategic planning. Strategic planning is the creation of long-term goals for an organization. These goals typically include the type and quality of goods or services the organization is to provide and, for a business, the level of profits it is to earn.

8. “Operational planning” is best defined as the process of
9. creating long-term goals for the organization or company as a whole.
10. B. developing objectives that specify how each department will support organizational goals.
11. planning what to do if the original plans or objectives set by an organization do not work out.
12. accurately linking operational planning with financial planning.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Operational planning is defined as the development of objectives that specify how divisions, departments, and work groups will support organizational goals. Operational planning is performed by middle managers and supervisors.

9. Differentiate between operational plans and strategic plans.
10. Operational plans are made by top managers, while strategic plans are made by middle managers and supervisors.
11. B. Operational plans are more specific and focus on a shorter time frame, while strategic plans focus on long-term goals for the organization.
12. Operational plans develop objectives for the organization as a whole, while strategic plans develop objectives for a division, department, or work group.
13. Operational plans specify the quality of goods or services the organization is to provide, while strategic plans specify how to achieve organizational goals.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Operational plans are more specific and focus on a shorter time frame, while strategic plans focus on long-term goals for the organization. Operational planning is performed by middle managers and supervisors. On the contrary, it is top managers who engage in strategic planning.

10. Which of the following is a defining characteristic of strategic planning?
11. It is typically performed by middle managers and supervisors.
12. It lays down objectives for specific departments and not for the entire firm.
13. C. It covers a large time span, which is usually over a year.
14. It is primarily aimed at making employees focus on their role in supporting the company’s goals.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Strategic planning covers a large time span, which is usually over a year. Usually, it is top managers who engage in strategic planning.

11. Operational planning is performed by the
12. top management and the board of directors.
13. top and the middle management.
14. C. middle management and the supervisors.
15. supervisors and the board of directors.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Operational planning is performed by middle managers and supervisors. The objectives developed through operational planning specify how the group will help the organization achieve its goals.

12. Which of the following is a defining characteristic of operational planning?
13. Operational planning is ideally done by the CEO and other top managers.
14. The scope of operational planning includes stating objectives for the organization as a whole.
15. Typically, operational planning is done when the original plan fails to materialize.
16. D. Operational planning is usually short-term, with a time frame of one year or less.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Operational planning is usually short-term, with a time frame of one year or less. It is performed by middle managers and supervisors.

13. In the context of planning in organizations, making objectives ________ means indicating who is to do what and by what time to accomplish the objective.
14. observable
15. B. specific
16. measurable
17. challenging

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: In the context of planning in organizations, making objectives specific means indicating who is to do what and by what time to accomplish the objective. Specific objectives describe the actions people are to take and what is supposed to result from those actions.

14. For objectives to be effective, they should be
15. A. written, measurable, clear, specific, and challenging but achievable.
16. simple, distinctive, rational, assessable, and easily achievable.
17. specific, acceptable, generalizable, innovative, and extremely challenging.
18. unique, understandable, logical, observable, and simple yet significant.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: For objectives to be effective, they should be written, measurable or observable, clear, specific, and challenging but achievable.

15. “Policies” are best defined as
16. A. broad guidelines for how to act.
17. the steps that must be completed to achieve a specific purpose.
18. specific statements of what to do or not to do in a given situation.
19. objectives with a narrow focus.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Policies are broad guidelines for how to act; they do not spell out the details of how to handle a specific situation.

16. “Procedures” are best defined as
17. the principles by which people distinguish what is morally right.
18. B. the steps that must be completed to achieve a specific purpose.
19. specific statements of what to do or not to do in a given situation.
20. objectives with a narrow focus.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Procedures are the steps that must be completed to achieve a specific purpose. An organization might specify procedures for hiring employees, purchasing equipment, filing paperwork, and many other activities.

17. At Value Inc., there are specific steps to be followed when applying for a day off. First, an employee has to apply to his or her immediate supervisors. After getting their approval, he or she has to get it signed by the branch manager. Then, a copy of the leave application has to be submitted to the HR department. These mandatory steps are referred to as ________.
18. policies
19. ethics
20. C. procedures
21. goals

 

AACSB: Reflective Thinking

Accessibility: Keyboard Navigation

Blooms: Apply

Difficulty: 3 Hard

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: The mandatory steps described in the scenario are referred to as “procedures.” Procedures are the steps that must be completed to achieve a specific purpose. An organization might specify procedures for hiring employees, purchasing equipment, filing paperwork, and many other activities.

18. Identify a true statement about procedures in an organization.
19. They are broad guidelines for how to deal with stress and are flexible and open to interpretation.
20. B. They free managers and employees from making decisions about activities they carry out repeatedly.
21. They are the plans to review all objectives, looking for areas where something might go wrong.
22. They are specific statements of what to do or not do in a given situation in an organization.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Procedures free managers and employees from making decisions about activities they carry out repeatedly. Procedures are the steps that must be completed to achieve a specific purpose.

19. “Rules” are best defined as
20. the principles by which people distinguish what is morally right.
21. the steps that must be completed to achieve a specific purpose.
22. C. specific statements of what to do or not to do in a given situation.
23. objectives with a narrow focus.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Rules are specific statements of what to do or not do in a given situation. Unlike policies, they are neither flexible nor open to interpretation.

20. The difference between a policy and a rule is that
21. a policy is rigid, but a rule is comparatively flexible.
22. B. a policy does not specify details of how to handle a specific situation, but rules are very specific.
23. a policy is related to operational planning and has a narrower scope compared to a rule.
24. a policy is not open to interpretation like a rule.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: The difference between a policy and a rule is that a policy does not specify details of how to handle a specific situation, but rules are very specific. Unlike policies, rules are neither flexible nor open to interpretation.

21. At Ecstasy Café, it is mandatory for employees to wash their hands before handling food. This is an appropriate example of a
22. plan.
23. B.
24. code.
25. procedure.

 

AACSB: Reflective Thinking

Accessibility: Keyboard Navigation

Blooms: Apply

Difficulty: 3 Hard

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: The café requiring employees to wash their hands before handling food is an example of a rule. Rules are specific statements of what to do or not do in a given situation.

22. An “action plan” is best defined as the plan
23. A. for how to achieve an objective.
24. that is a backup for the original plan.
25. that is specifically concerned with the formulation of a budget.
26. for setting a mission statement.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: An action plan is a plan for how to achieve an objective. Objectives serve as the basis for action plans.

23. Which of the following refers to contingency planning?
24. Planning that is specifically concerned with the formulation of a company’s budget
25. B. Planning that is concerned with what to do if the original plans do not work out
26. Planning that is primarily concerned with setting a mission statement
27. Planning that is primarily concerned with dealing effectively with whistle-blowers

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Planning what to do if the original plans do not work out is known as “contingency planning.” A wise supervisor has contingency plans to go with every original plan.

24. Identify a true statement about contingency planning.
25. It is more efficient and effective to create a written contingency plan for every detail of operations than to memorize it.
26. The supervisor creates a contingency plan by answering the questions what, who, when, where, and how.
27. C. One useful technique for contingency planning is to review all objectives, looking for areas where something might go wrong.
28. Contingency plans are the original plans developed by top managers for the organization as a whole.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: One useful technique for contingency planning is to review all objectives, looking for areas where something might go wrong. It would be too time-consuming to create a written contingency plan for every detail of operations.

25. Which of the following is true of action plans?
26. They are the original plans developed by top managers for the organization as a whole.
27. They are created by answering the questions what, who, when, where, and how.
28. C. They are plans implemented when the original plans do not work out.
29. They cannot be used as a tool to meet desired organizational objectives.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Action plans are created by answering the questions what, who, when, where, and how. An action plan is a plan for how to achieve an objective.

26. If objectives are thought of as statements of where one wants to go, then a(n) ________ plan is a map that tells them how to get there.
27. operational
28. strategic
29. contingency
30. D. action

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: If objectives are thought of as statements of where one wants to go, then an action plan is a map that tells how to get there. An action plan is a plan for how to achieve an objective.

27. ________ is a process in which managers and employees at all levels set objectives for what they are to accomplish.
28. Objectives management
29. Strategic objectives managing
30. Program evaluation and review technique
31. D. Management by objectives

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-03: Define management by objectives (MBO), and discuss its use.

Topic: Planning in Organizations

Feedback: Management by objectives (MBO) is a process in which managers and employees at all levels set objectives for what they are to accomplish. Their performance then is measured against those objectives.

28. For the effective use of management by objectives, ________.
29. A. managers at all levels must be committed to the system
30. the objectives set should be general and immeasurable
31. employees should be excluded from the process
32. goals must be set solely by top management

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-03: Define management by objectives (MBO), and discuss its use.

Topic: Planning in Organizations

Feedback: For the effective use of MBO, managers at all levels (especially top management) must be committed to the system. Also, the objectives they set must meet the criteria for effective objectives described previously.

29. Why do some people dislike management by objectives?
30. It is not possible for managers to periodically review an individual’s performance to see whether he or she is meeting the objectives.
31. Employees do not benefit from a system of rewards that is based on personality rather than on performance.
32. C. Setting and monitoring the achievement of objectives can be time-consuming and requires a lot of paperwork.
33. When employees are involved in the process of setting goals, it results in limited commitment toward achieving those goals.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-03: Define management by objectives (MBO), and discuss its use.

Topic: Planning in Organizations

Feedback: Some people dislike MBO because setting and monitoring the achievement of objectives can be time-consuming and requires a lot of paperwork. However, the organization can benefit from involving employees in setting goals, which may lead to greater commitment in achieving them.

30. Identify a true statement about management by objectives (MBO).
31. A. The performances of managers and employees are measured against these objectives.
32. Managers dictate these objectives to employees.
33. Senior-level managers in the organization work with the board of directors to set these objectives.
34. Setting and monitoring the achievement of these objectives does not require paperwork.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-03: Define management by objectives (MBO), and discuss its use.

Topic: Planning in Organizations

Feedback: Management by objectives (MBO) is a process in which managers and employees at all levels set objectives for what they are to accomplish. Their performance then is measured against those objectives.

31. A(n) ________ is defined as a plan for spending money.
32. A. budget
33. contingency plan
34. schedule
35. action plan

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: A “budget” is defined as a plan for spending money. The process of allocating money resources is called “budgeting.”

32. In the context of budgeting, big-ticket items such as machinery or a new building would most likely be part of a(n) ________ budget.
33. central
34. B. capital
35. divisional
36. operating

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: In the context of budgeting, big-ticket items such as machinery or a new building would most likely be part of a capital budget. A budget is a plan for spending money.

33. Which of the following is most likely to be included as part of an operating budget?
34. A. Insurance
35. New plant
36. New building
37. Machinery

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: Insurance is most likely to be included as part of an operating budget. Big-ticket items such as machinery or a new building would more likely be accounted for separately as part of a capital budget.

34. Which of the following best defines budgeting in organizations?
35. A. It is the process of allocating money resources.
36. It is the process of formulating an agenda.
37. It is the process of allocating equipment resources.
38. It is the process of allocating human resources.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: The process of allocating money resources is called “budgeting.” A budget is a plan for spending money.

35. Fred, a supervisor at JK Inc., is drafting a report on his department’s estimated expenses for the coming fiscal year and the precise allocation of available capital to areas such as rent, employee wages, and insurance. Fred is most likely formulating a(n) ________.
36. strategic plan
37. contingency plan
38. strategic budget
39. D. operating budget

 

AACSB: Reflective Thinking

Accessibility: Keyboard Navigation

Blooms: Apply

Difficulty: 3 Hard

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: Fred is drafting an operational budget in this scenario. Businesses use budgets to break down how much to spend on items such as wages and salaries, rent, supplies, insurance, etc. These items are a part of an operating budget.

36. Which of the following is most likely to be included as part of a capital budget?
37. Amount to be spent on wages
38. Amount to be spent on rent
39. Amount to be spent on insurance
40. D. Amount to be spent on heavy machinery

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: Businesses use budgets to break down how much to spend on items; big-ticket items such as machinery or a new building would more likely be accounted for separately as part of a capital budget.

37. In the context of a supervisor’s role as a planner, setting a precise timetable for the work to be done is known as
38. scheduling.
39. capital budgeting.
40. strategic planning.
41. D.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: Setting a precise timetable for the work to be done is known as “scheduling.” This process includes deciding which activities will take priority over others and deciding who will do what tasks and when.

38. ________ includes deciding which activities will take priority over others and deciding who will do what tasks and when.
39. Budgeting
40. Allocating
41. C. Scheduling
42. Controlling

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: Scheduling includes deciding which activities will take priority over others and deciding who will do what tasks and when. Setting a precise timetable for the work to be done is known as “scheduling.”

39. Two of the most widely used techniques for scheduling are
40. Supnick matrix and flow network.
41. B. Gantt charts and PERT networks.
42. directed graphs and matrices.
43. graph algorithms and spectral layout.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: Two of the most widely used techniques for scheduling are Gantt charts and PERT networks. Many organizations expect supervisors to use one or more of the techniques and tools that have been developed to help with scheduling.

40. A ________ is a scheduling tool that lists the activities to be completed and uses horizontal bars to graph how long each activity will take, including its starting and ending dates.
41. scatter graph
42. run chart
43. stem plot
44. D. Gantt chart

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: A Gantt chart is a scheduling tool that lists the activities to be completed and uses horizontal bars to graph how long each activity will take, including its starting and ending dates. One of the most widely used techniques for scheduling is Gantt charts.

41. A scheduling tool that most efficiently identifies the relationships among tasks as well as the amount of time each task will take is called a
42. Gantt chart.
43. B. program evaluation and review technique (PERT).
44. planar map.
45. run chart.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: The program evaluation and review technique (PERT) is a scheduling tool that identifies the relationships among tasks and the amount of time each task will take. To use this tool, the planner creates a PERT network.

42. In the context of the program evaluation and review technique (PERT), the sequence of tasks that requires the greatest amount of time is referred to as the
43. precautionary principle.
44. exception principle.
45. exaggerated agenda.
46. D. critical path.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: The sequence of tasks that will require the greatest amount of time is referred to as the “critical path.” A delay in the critical path will cause the entire project to fall behind.

43. In the program evaluation and review technique (PERT), a delay in the ________ will cause the entire project to fall behind.
44. A. critical path
45. network
46. action plan
47. concurrent control

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: In the program evaluation and review technique (PERT), a delay in the critical path will cause the entire project to fall behind. An important piece of information in a PERT network is the critical path—the sequence of tasks that will require the greatest amount of time.

44. What should supervisors do to ensure that employees understand objectives and consider them achievable?
45. A. Supervisors should involve the employees in the goal-setting process.
46. Supervisors should involve the top managers in the goal-setting process.
47. The objectives should be more specific at higher levels of the organization.
48. The objectives should be less challenging to stimulate employees to do their best.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.

Topic: The Supervisor as Planner

Feedback: To make sure that employees understand objectives and consider them achievable, supervisors may involve them in the goal-setting process. Employees who are involved in the process tend to feel more committed to the objectives, and they may be able to introduce ideas that the supervisor has not considered.

45. “Controlling” is best defined as the
46. scheduling tool that identifies the relationships among tasks as well as the amount of time each task will take.
47. B. management function of making sure that work goes according to plan.
48. process of planning what to do if the original plans do not work out.
49. process of developing objectives that specify how each department will support organizational goals.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-05: Explain the purpose of using controls.

Topic: The Supervisor as Controller

Feedback: “Controlling” is best defined as the management function of making sure that work goes according to plan. Supervisors carry out this process in many ways.

46. ________ is at the heart of the control function.
47. Implementation of plans
48. B. Detection of problems
49. Elimination of errors
50. Allocation of resources

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-05: Explain the purpose of using controls.

Topic: The Supervisor as Controller

Feedback: Detection of problems is at the heart of the control function. A supervisor has a responsibility to correct problems as soon as possible, which means that some way to detect problems quickly must be found.

47. Which of the following is the first step in the process of controlling?
48. Monitoring actual performance against set targets
49. B. Establishing performance standards
50. Estimating the fund required for efficient productivity
51. Providing feedback based on performance

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: Establishing performance standards is the first step in the process of controlling. Performance standards are a natural outgrowth of the planning process.

48. Which of the following is the final step in the control process?
49. Supervisors monitor actual performance and compare it with the standards.
50. B. Supervisors respond, either by reinforcing success or by making some adjustment to bring performance and the standards into line.
51. Supervisors meet with their employees to discuss the year’s goals and ways the work unit should contribute to meet the goals.
52. Supervisors establish performance standards, which are measures of what is expected.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: In the final step of the control process, the supervisor responds, either by reinforcing success or by making some adjustment to bring performance and the standards into line. A proactive supervisor, with an efficient control system in place, can often catch and fix problems before they become costly, significant issues.

49. In the context of the process of controlling, “standards” are best defined as
50. A. measures of what is expected.
51. principles by which people distinguish what is morally right.
52. results of performance evaluation.
53. objectives with a comparatively narrow focus.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: “Standards” are best defined as measures of what is expected. Establishing performance standards is the first step in the process of controlling.

50. To be effective, performance standards should be
51. orally stated.
52. B. easy rather than challenging.
53. general rather than specific.
54. measurable.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: To be effective, performance standards should be measurable. They should meet the criteria of effective objectives; that is, they should be written, measurable, clear, specific, and challenging but achievable.

51. In the control process, ________ define the acceptable quantity and quality of work.
52. A. standards
53. controls
54. rules
55. policies

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: In the control process, standards define the acceptable quantity and quality of work. Standards are measures of what is expected.

52. In the control process, the way supervisors set standards depends on their
53. A. employer’s expectations.
54. beliefs and values.
55. personality characteristics.
56. employees’ experience.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: In the control process, the way supervisors set standards depends on their experience, their employer’s expectations, and the nature of the work being monitored.

53. When setting performance standards, a supervisor must avoid
54. communicating performance standards to employees.
55. B. being a slave to the past.
56. having very specific standards.
57. apparent and achievable standards.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: When setting performance standards, a supervisor must avoid being a slave to the past. To be effective, performance standards should meet the criteria of effective objectives; that is, they should be written, measurable, clear, specific, and challenging but achievable.

54. Which of the following steps is the core of the control process?
55. A. Monitoring performance
56. Setting standards
57. Communicating performance standards
58. Providing feedback

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: Monitoring performance is the core of the control process. One way to monitor performance is simply to record information on paper or enter it into a computer, a task that can be done by the supervisor, the employees, or both.

55. When monitoring performance, supervisors should focus on how actual performance compares with the standards they have set. Two concepts useful for maintaining this focus are
56. Gantt charts and operational planning.
57. B. variance and the exception principle.
58. standards and performance reports.
59. feedback control and the parity principle.

AACSB: Analytic

Accessibility: Keyboard Navigation

Bloom’s: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

 

Feedback: When monitoring performance, supervisors should focus on how actual performance compares with the standards they have set. Two concepts useful for maintaining this focus are variance and the exception principle.

 

56. In the context of controlling, the size of the difference between actual performance and a performance standard is referred to as
57. exception metric.
58. measurement error.
59. C.
60. critical path.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: The size of the difference between actual performance and a performance standard is referred to as variance. When setting standards, the supervisor should decide how much variance is meaningful for control purposes.

57. The control principle stating that a supervisor should take action only when the variance is meaningful is most accurately referred to as the
58. A. exception principle.
59. scalar principle.
60. Peter principle.
61. reinforcement principle.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: The control principle stating that a supervisor should take action only when the variance is meaningful is most accurately referred to as the “exception principle.” This principle is beneficial when it helps the supervisor manage his or her time wisely and motivate employees.

58. Which of the following is true of the exception principle?
59. A. The exception principle is beneficial when it helps supervisors manage their time wisely and motivate employees.
60. According to the exception principle, supervisors should take action only when the variance is measurable.
61. The exception principle is applied by top managers during strategic planning when they set objectives for an organization as a whole.
62. According to the exception principle, supervisors should avoid comparing actual performance with standards set by them.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: The exception principle is beneficial when it helps the supervisor manage his or her time wisely and motivate employees. According to the exception principle, the supervisor should take action only when the variance is meaningful.

59. Encouragement of a behavior by associating it with a reward is known as ________.
60. the exception principle
61. feedback control
62. C. reinforcement
63. empowerment

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: Encouragement of a behavior by associating it with a reward is known as “reinforcement.” When employees are doing excellent work, customers are happy, and costs are within budget, the supervisor needs to reinforce these successes.

60. ________ involves the presentation of something pleasant after a desired behavior has occurred.
61. Laissez-faire
62. B. Positive reinforcement
63. Empowerment
64. Affirmative feedback

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: Positive reinforcement involves the presentation of something pleasant after a desired behavior has occurred. An example of positive reinforcement in the workplace is verbal praise for a job well done.

61. Removal of something unpleasant after a desired behavior has occurred is most accurately referred to as
62. positive reinforcement.
63. B. negative reinforcement.
64. self-evaluation.
65. team evaluation.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: Removal of something unpleasant after a desired behavior has occurred is most accurately referred to as “negative reinforcement.” Reinforcement is the encouragement of a behavior by associating it with a reward.

62. In the context of controlling, “symptoms” are best defined as
63. measures of what is expected.
64. the principles by which people distinguish what is morally right.
65. the results of performance evaluation.
66. D. indications of an underlying problem.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: “Symptoms” are best defined as indications of an underlying problem. To use the information gained through controlling effectively, the supervisor needs to distinguish problems from symptoms.

63. In the context of controlling, a factor in an organization that is a barrier to improvement is known as a ________.
64. symptom
65. threat
66. variance
67. D. problem

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: In the context of controlling, a factor in an organization that is a barrier to improvement is known as a “problem.” When performance significantly falls short of standards, the supervisor should investigate. Below-standard performance is the sign of a problem.

64. The best response to problems related to standards is to make the performance standard
65. less challenging.
66. less observable.
67. C. more appropriate.
68. more general.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: The best response to problems related to standards is to make the performance standard more appropriate. The supervisor may need to make the standard less stringent or more challenging.

65. The information gained from the control process is beneficial only if supervisors
66. develop work standards that are not challenging and specific.
67. B. use it as the basis for reinforcing or changing behavior.
68. use it to monitor performance before establishing standards.
69. uncover problems as soon as customers and management discover them.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: The information gained from the control process is beneficial only if the supervisor uses it as the basis for reinforcing or changing behavior. If performance is satisfactory or better, the supervisor needs to encourage it.

66. Which of the following statements is true of the control process?
67. Once performance standards are in place, the supervisor can begin the core of the control process: fixing problems.
68. The information gained from the control process is beneficial even if supervisors do not use it as the basis for reinforcing behavior.
69. In a control system, “variance” refers to a factor in the organization that is a barrier to improvement.
70. D. If the control system is working properly, the supervisor should be uncovering problems before customers and management discover them.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: If the control system is working properly, the supervisor should be uncovering problems before customers and management discover them. This gives the supervisor the best opportunity to fix a problem in time to minimize damage.

67. What are the three types of control?
68. Negative, positive, and neutral control
69. Pre, post, and parallel control
70. Strategic, operational, and tactical control
71. D. Feedback, concurrent, and precontrol

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: There are three types of control in terms of when it occurs: feedback control, concurrent control, and precontrol.

68. Control that focuses on past performance is referred to as ________ control.
69. feedback
70. concurrent
71. positive
72. D. negative

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: Control that focuses on past performance is referred to as “feedback control.” A supervisor reviewing customer comments about service is practicing feedback control.

69. Control that occurs while the work takes place is referred to as ________ control.
70. feedback
71. B. concurrent
72. positive
73. negative

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: Control that occurs while the work takes place is referred to as “concurrent control.” The word “concurrent” describes things that are happening at the same time.

70. Statistical process control is a technique for ________.
71. precontrol
72. B. concurrent control
73. feedback control
74. negative control

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: Statistical process control is a technique for concurrent control. “Concurrent control” refers to controlling work while that work is being done.

71. ________ refers to efforts aimed at preventing behavior that may lead to undesirable results.
72. A. Precontrol
73. Feedback control
74. Concurrent control
75. Negative control

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: “Precontrol” refers to efforts aimed at preventing behavior that may lead to undesirable results. Such efforts may include setting rules, policies, and procedures.

72. ________ is one of the functions of the management philosophy known as “total quality management.”
73. A. Precontrol
74. Feedback control
75. Concurrent control
76. Negative control

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: Precontrol is one of the functions of the management philosophy known as “total quality management.” Precontrol refers to efforts aimed at preventing behavior that may lead to undesirable results.

73. Which of the following exemplifies feedback control?
74. A café supervisor greeting customers at their tables
75. B. A supervisor reviewing customer comments about service
76. A production supervisor providing employees with guidelines about the detection of improperly functioning machinery
77. A restaurant manager visiting the kitchen to see how work is progressing

 

AACSB: Reflective Thinking

Accessibility: Keyboard Navigation

Blooms: Apply

Difficulty: 3 Hard

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: A supervisor reviewing customer comments about service is practicing feedback control. Feedback control is the type just described, that is, control that focuses on past performance.

74. Which of the following exemplifies concurrent control?
75. A café supervisor trying to change employee behavior based on customer feedback
76. A supervisor reviewing customer comments about service
77. A production supervisor providing employees with guidelines about the detection of improperly functioning machinery
78. D. A restaurant manager visiting the kitchen to see how work is progressing

 

AACSB: Reflective Thinking

Accessibility: Keyboard Navigation

Blooms: Apply

Difficulty: 3 Hard

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: A restaurant manager who is visiting the kitchen to see how work is progressing is practicing concurrent control. “Concurrent control” refers to controlling work while that work is being done.

75. Which of the following exemplifies precontrol?
76. A café supervisor greeting customers at their tables
77. A supervisor reviewing customer comments about service and trying to change employee behavior based on customer feedback
78. C. A production supervisor providing employees with guidelines about the detection of improperly functioning machinery
79. A restaurant manager visiting the kitchen to see how work is progressing

 

AACSB: Reflective Thinking

Accessibility: Keyboard Navigation

Blooms: Apply

Difficulty: 3 Hard

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: A production supervisor providing employees with guidelines about the detection of improperly functioning machinery is practicing precontrol. “Precontrol” refers to efforts aimed at preventing behavior that may lead to undesirable results.

76. Jake, the restaurant manager at Tulips le Beignet, greets his customers at their tables, visits the kitchen to see how work is progressing, and makes the effort to fix any issues as soon as they occur. Which of the following types of control does Jake use in this scenario?
77. Feedback control
78. Precontrol
79. Statistical quality control
80. D. Concurrent control

 

AACSB: Reflective Thinking

Accessibility: Keyboard Navigation

Blooms: Apply

Difficulty: 3 Hard

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: In the scenario, Jake uses the technique of concurrent control. “Concurrent control” refers to controlling work while that work is being done.

77. ________ are an invaluable tool with which supervisors can closely monitor and control the progress and performance of a project.
78. A. Gantt charts
79. Histograms
80. Bar diagrams
81. Line graphs

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: Gantt charts are an invaluable tool with which supervisors can closely monitor and control the progress and performance of a project. When considering how to monitor performance, the supervisor can start with some basic tools used by most managers.

78. In controlling, a ________ is useful as a kind of performance standard.
79. A. budget
80. policy
81. procedure
82. rule

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: In controlling, a budget is useful as a kind of performance standard. The supervisor compares actual expenses with the amounts in the budget.

79. A summary of performance and comparison with performance standards is referred to as a ________.
80. performance pattern
81. B. performance report
82. performance synopsis
83. performance record

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: A summary of performance and comparison with performance standards is referred to as a “performance report.” A well-structured report can be an important source of information.

80. Identify a true statement about performance reports in organizations.
81. Few supervisors both prepare and request performance reports.
82. Supervisors hide performance problems in these reports to convince managers that the group needs more resources or training.
83. A performance report does not compare performance with performance standards.
84. D. Supervisors should highlight and explain any variances from performance standards in these reports.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: When supervisors prepare or contribute data to performance reports, they should highlight and explain any variances from standards. Hiding performance problems can make it difficult for supervisors to convince managers that the group needs more resources or training.

81. In the context of tools for control, ________ can help supervisors understand the activities behind the numbers in performance reports.
82. A. personal observation
83. positive reinforcement
84. precontrol technique
85. program evaluation

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: In the context of tools for control, personal observation can help supervisors understand the activities behind the numbers in performance reports. However, the supervisor must be careful in interpreting what he or she sees.

82. Which of the following is true of the tools for control?
83. Budgets and reports are rarely used control tools in most organizations.
84. Supervisors should ensure that performance reports are elaborate and convoluted.
85. C. The inability to control through personal observation is a challenge of supervising employees who work at home.
86. Personal observations cannot help supervisors understand the activities behind the numbers in reports.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: The inability to control through personal observation is a challenge of supervising employees who work at home. This issue is growing in importance as communications technology makes telecommuting possible for people with disabilities, working parents, and others who prefer to live further from urban centers or to not spend time commuting to an office.

83. The tools for control include
84. A. budgets, performance reports, and personal observation.
85. feedback control, concurrent control, and precontrol.
86. positive reinforcement, negative reinforcement, and standards.
87. management by objectives, policies, and procedures.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: The tools for control include budgets, performance reports, and personal observation. When considering how to monitor performance, the supervisor can start with some basic tools used by most managers.

84. Allowing a supervisor to occasionally ignore a variance if it is in the best interests of the company is an example of a control that is
85. A.
86. economical.
87. even.
88. concurrent.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-08: List characteristics of effective controls.

Topic: Characteristics of Effective Controls

Feedback: Allowing a supervisor to occasionally ignore a variance if it is in the best interests of the company is an example of a control that is flexible. One reason flexibility is important is that performance measures might be incompatible.

85. In the context of the characteristics of effective controls, the controls should be ________, enabling supervisors to correct problems quickly enough to improve results.
86. A. timely
87. acceptable
88. economical
89. flexible

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-08: List characteristics of effective controls.

Topic: Characteristics of Effective Controls

Feedback: In the context of the characteristics of effective controls, the controls should be timely, enabling the supervisor to correct problems quickly enough to improve results.

86. Effective controls are those that are
87. written, clear, measureable, and specific.
88. B. timely, economical, acceptable, and flexible.
89. simple, observable, adaptable, and precise.
90. rigid, quantifiable, accessible, and central.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-08: List characteristics of effective controls.

Topic: Characteristics of Effective Controls

Feedback: Effective controls are those that are timely, economical, acceptable, and flexible. When making recommendations about controls or setting up controls to use within the department, the supervisor can strive for these characteristics.

87. The cost of using the controls should be less than the benefit derived from using them. This shows that effective controls should be ________.
88. flexible
89. acceptable
90. C. economical
91. timely

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-08: List characteristics of effective controls.

Topic: Characteristics of Effective Controls

Feedback: The controls should be economical. In general, this means that the cost of using the controls should be less than the benefit derived from using them.

88. Identify a characteristic of effective controls in organizations.
89. A. The controls should be acceptable to supervisors and employees.
90. Employees need no controls on the areas over which they themselves have some control.
91. To be effective, the cost of using the controls should be more than the benefit derived from using them.
92. The supervisor should not tolerate variance even if doing so is in the best interests of the organization.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-08: List characteristics of effective controls.

Topic: Characteristics of Effective Controls

Feedback: A characteristic of effective controls is that they should be acceptable to supervisors and employees. Supervisors want controls that give them enough information about performance that they can understand what is going on in the workplace. Employees want controls that do not unduly infringe on their privacy.

89. Which characteristic of effective controls is important mainly because of incompatible performance measures?
90. Cost effectiveness
91. Acceptability
92. Timeliness
93. D. Flexibility

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-08: List characteristics of effective controls.

Topic: Characteristics of Effective Controls

Feedback: Controls should be flexible. One reason flexibility is important is that performance measures might be incompatible.

90. Which of the following is true in the context of the characteristics of effective controls?
91. For effective controls, the cost of using the controls should be more than the benefit derived from using them.
92. Supervisors and employees want controls that unduly infringe on their privacy.
93. C. An effective control system is one that helps the supervisor direct his or her efforts toward spotting significant problems.
94. Normally, a supervisor is not expected to use the control system higher-level managers have established.

 

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-08: List characteristics of effective controls.

Topic: Characteristics of Effective Controls

Feedback: An effective control system is one that helps the supervisor direct his or her efforts toward spotting significant problems. Normally, a supervisor has to use whatever control system higher-level managers have established.

91. Planning should begin at the top, with a plan for the organization as a whole.

TRUE

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-01: Describe types of planning that take place in organizations.

Topic: Planning in Organizations

Feedback: Planning should begin at the top, with a plan for the organization as a whole. Strategic planning is the creation of long-term goals for the organization.

92. Rules are flexible and are open to interpretation.

FALSE

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Rules are neither flexible nor open to interpretation. They are specific statements of what to do or not do in a given situation.

93. In the MBO system, the top management alone sets the objectives for each employee in the company.

FALSE

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-03: Define management by objectives (MBO), and discuss its use.

Topic: Planning in Organizations

Feedback: In the MBO system, all individuals in the organization work with their managers to set objectives, specifying what they are to do in the next operating period (such as a year).

94. Operational objectives become more specific at higher levels of the organization, and planning tends to focus on longer time spans.

FALSE

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-02: Identify characteristics of effective objectives.

Topic: Planning in Organizations

Feedback: Operational objectives become more specific at lower levels of the organization, and planning tends to focus on shorter time spans. Thus, top managers spend a lot of their time thinking broadly over several years, whereas much of the supervisor’s planning involves what actions to take in the current week or month.

95. A problem underlying significant variance is that the performance standard is too low or too high.

TRUE

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

Feedback: A problem underlying significant variance is that the standard is too low or too high. Fixing a problem may entail adjusting a process, the behavior of an individual employee, or the standard itself.

96. In all the three types of controlling methods, the controlling process begins only when employees’ work is complete.

FALSE

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-07: Describe types of control and tools for controlling.

Topic: The Supervisor as Controller

Feedback: From the description of the control process, it might sound as though controlling begins when employees’ work is complete. However, this is only one type of controlling. There are three types of control in terms of when it occurs: feedback control, concurrent control, and precontrol.

97. Compare and contrast strategic planning and operational planning.

Strategic planning is mainly done by top managers, often with a planning department. In the case of operational planning, the planning is done by middle managers and supervisors. Strategic planning lays down objectives for the organization as a whole, whereas operational planning lays down objectives for an individual division, department, or work group. The time frame for strategic planning is usually long (more than one year), whereas the time frame for operational planning is usually short (one year or less).

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-01: Describe types of planning that take place in organizations.

Topic: Planning in Organizations

98. Describe the management by objectives (MBO) process.

MBO is a formal system for planning in which managers and employees at all levels set objectives for what they are to accomplish; their performance is then measured against those objectives. MBO involves three steps:

1. All individuals in the organization work with their managers to set objectives, specifying what they are to do in the next operating period (such as a year).
2. Each individual’s manager periodically reviews the individual’s performance to see whether he or she is meeting the objectives.
3. The organization rewards individuals on the basis of how close they come to fulfilling the objectives.

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Understand

Difficulty: 2 Medium

Learning Objective: 06-03: Define management by objectives (MBO), and discuss its use.

Topic: Planning in Organizations

99. List the possible actions that supervisors take to solve process and behavioral problems in an organization.

For process and behavioral problems, supervisors can choose from among a number of possible actions:

1. Develop new rewards for good performance
2. Train employees
3. Improve communications with employees
4. Counsel and/or discipline poor performers
5. Ask employees what barriers are interfering with their performance, then remove those barriers.

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-06: Identify the steps in the control process.

Topic: The Supervisor as Controller

100. Define the term “controlling.” List the three different forms of controlling.

The management function of making sure that work goes according to plan is referred to as “controlling.” The three different forms of control are: feedback control that focuses on past performance, concurrent control that controls work as it takes place, and precontrol that prevents behavior that may lead to undesirable results.

AACSB: Analytic

Accessibility: Keyboard Navigation

Blooms: Remember

Difficulty: 1 Easy

Learning Objective: 06-05: Explain the purpose of using controls.

Topic: The Supervisor as Controller

Category                                                                                                                                                                                     # of Questions

AACSB: Analytic                                                                                                                                                                                                 91

AACSB: Reflective Thinking                                                                                                                                                                               8

Accessibility: Keyboard Navigation                                                                                                                                                                     99

Blooms: Apply                                                                                                                                                                                                     8

Blooms: Remember                                                                                                                                                                                              65

Blooms: Understand                                                                                                                                                                                             26

Difficulty: 1 Easy                                                                                                                                                                                                 65

Difficulty: 2 Medium                                                                                                                                                                                            26

Difficulty: 3 Hard                                                                                                                                                                                                 8

Learning Objective: 06-01: Describe types of planning that take place in organizations.                                                                                   5

Learning Objective: 06-02: Identify characteristics of effective objectives.                                                                                                        25

Learning Objective: 06-03: Define management by objectives (MBO), and discuss its use.                                                                              6

Learning Objective: 06-04: Discuss the supervisor’s role in the planning process.                                                                                            14

Learning Objective: 06-05: Explain the purpose of using controls.                                                                                                                     3

Learning Objective: 06-06: Identify the steps in the control process.                                                                                                                  21

Learning Objective: 06-07: Describe types of control and tools for controlling.                                                                                                 18

Learning Objective: 06-08: List characteristics of effective controls.                                                                                                                 7

Topic: Characteristics of Effective Controls                                                                                                                                                        7

Topic: Planning in Organizations                                                                                                                                                                         36

Topic: The Supervisor as Controller                                                                                                                                                                     42

Topic: The Supervisor as Planner                                                                                                                                                                         14