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Ch. 8: Control, change and entrepreneurship Flashcards | StudBud
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Ch. 8: Control, change and entrepreneurship
Ch. 8: Control, change and entrepreneurship
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Essentials of contemporary Management Chapter 8: Control, change and entrepreneurship
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Answers
1
Control that allows managers to anticipate problems before they arise.
feed-forward control
concurrent control
forward control
feedback control.
2
What happens when bureaucratic control is overly addressed ?
Hurt long-term profitability
Reduces marketing expenditures
Decision making slows and managers react slowly to changing conditions
Profit can be increased
3
Sometimes, when problems occur, adopting more realistic standards reduce gap between actual and desired performance
False
True
4
Into how many steps can the control process be broken down?
3
6
4
8
5
These are the mechanisms of control of Behaviour Control:
Organizational goals & operating budgets
Values and Socialization
Operating budgets and Norms
Direct supervision, management by objectives, standard operating procedures
6
These are the types of control that exist: Output control, Behaviour control & Organizational culture/ clan control
False
True
7
Which of the following terms is incompatible with extensive bureaucratic control?
innovation
stability
collaboration
efficiency
8
The selected _________ measure efficiency, quality, responsiveness to customers and innovation.
Controls of performance
Norms of performance
Regulation of performance
Standards of performance
9
Values, Norms and Socialization are mechanisms of control of:
Output Control
Behaviour control
Organizational culture / clan control
Input Control
10
Is it true that managers can evaluate the performance of workers on a day-to-day basis?
False
True
11
The four steps for the organizational control, in order, are:
establishing standards of performance, measuring, comparing and evaluating
evaluating, measuring, comparing and establishing standards of performance
comparing, establishing standards of performance, measuring and evaluating
establishing standards of performance, evaluating , comparing and measuring
12
New forms of IT facilitate the flow of accurate and timely information in organizational hierarchy
True
False
13
In this step managers evaluate whether-and to what extent-performance deviates from standard chosen
Comparing actual performance
Measuring performance
Evaluating performance
Establishing standards
14
What is NOT a mechanism of control for Output Control?
Financial measures of performance
Norms and Values
Organizational Goals
Operational budgets
15
It is flexible enough for managers to respond, provides accurate information and gives information in a timely manner.
feedback control characteristics
effective control system characteristics
16
Formal target-setting, monitoring, evaluation, and feedback systems give information about how the organization works
concurrent control
feedback control.
control systems
feed-forward control
17
There is a danger that people become so used to following rules that they stop thinking for themselves.
True
False
