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1Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,11e(Robbins/Coulter)Chapter18IntroductiontoControlling1)Controllingistheprocessofmonitoring,comparing,andcorrectingworkperformance.Answer:TRUEPageRef:486Objective:1Difficulty:EasyClassification:Conceptual2)Havingacontrolsystemreducesthescopeofemployeeempowermentandautonomy.Answer:FALSEPageRef:487Objective:1Difficulty:EasyClassification:Conceptual3)Somecontrolcriteria,suchasemployeesatisfaction,canbeusedforanymanagementsituation.Answer:TRUEPageRef:488Objective:2Difficulty:EasyClassification:Conceptual4)Deviationsthatexceedtheacceptablerangeofvariationbecomesignificantandneedamanager'sattention.Answer:TRUEPageRef:489Objective:2Difficulty:EasyClassification:Conceptual5)Basiccorrectiveactioncorrectsproblemsatoncetogetperformancebackontrack.Answer:FALSEPageRef:490Objective:2Difficulty:EasyClassification:Conceptual6)Managersshoulddonothingifthevarianceobservedfromthestandardisacceptable.Answer:TRUEPageRef:491Objective:2Difficulty:EasyClassification:Conceptual7)Productivitydecreaseswhenanorganizationraisesthepricesofitsproducts.2Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallAnswer:FALSEPageRef:492Objective:3Difficulty:EasyClassification:Conceptual8)Organizationaleffectivenessisameasureofhowappropriateorganizationalgoalsareandhowwellthosegoalsarebeingmet.Answer:TRUEPageRef:492Objective:3Difficulty:EasyClassification:Conceptual9)Feedforwardcontrolismorepopularandeffectivethantheotherformsofcontrol.Answer:FALSEPageRef:494Objective:4Difficulty:EasyClassification:Conceptual10)Feedforwardcontroltakesplacewhileaworkactivityisinprogress.Answer:FALSEPageRef:494Objective:4Difficulty:EasyClassification:Conceptual11)Activityratiosmeasureanorganization'sabilitytomeetitscurrentdebtobligations.Answer:FALSEPageRef:495Objective:4Difficulty:EasyClassification:Conceptual12)Thebalancedscorecardapproachevaluatesorganizationalperformancefrommorethanjustthefinancialperspective.Answer:TRUEPageRef:496Objective:4Difficulty:EasyClassification:Conceptual3Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall13)Managersshouldnotconsiderthestandardswhenmeasuringtheactualperformanceofemployees.Answer:FALSEPageRef:497Objective:4Difficulty:EasyClassification:Conceptual14)Benchmarksforacompanymustbecreatedbasedonthepreviousperformanceofthecompany.Answer:FALSEPageRef:498Objective:4Difficulty:EasyClassification:Conceptual15)Managerstendtousemoredirectsupervisionandhighlycentralizeddecisionmakingforcontrolinlesstechnologicallyadvancedcountries.Answer:TRUEPageRef:499Objective:5Difficulty:EasyClassification:Conceptual16)Embezzlementandfraudulentfilingofexpensesareexamplesofemployeetheft.Answer:TRUEPageRef:500Objective:5Difficulty:EasyClassification:Conceptual17)Employersestablishspecificpoliciesdefiningtheftandfraudanddisciplineprocedures.Thisisanexampleofaconcurrentcontrolmeasuretocontrolemployeetheft.Answer:FALSEPageRef:501Objective:5Difficulty:EasyClassification:Conceptual18)Usingcorporatehotlinesorothermechanismsforreportingandinvestigatingworkplaceviolenceisanexampleoffeedbackcontrol.Answer:FALSEPageRef:501Objective:5Difficulty:EasyClassification:Conceptual4Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall19)Jobuncertaintiesandemployeestressarefactorsthatcontributetoworkplaceviolence.Answer:TRUEPageRef:502Objective:5Difficulty:EasyClassification:Conceptual20)Aserviceprofitchainistheservicesequencefromemployeestocustomerstoprofit.Answer:TRUEPageRef:504Objective:5Difficulty:EasyClassification:Conceptual21)TheSarbanes-OxleyActalsocalledformoredisclosureandtransparencyofcorporatefinancialinformation.Answer:TRUEPageRef:505Objective:5Difficulty:EasyClassification:Conceptual22)________referstotheprocessofmonitoring,comparing,andcorrectingworkperformance.A)ControllingB)LeadingC)PlanningD)OrganizingAnswer:APageRef:486Objective:1Difficulty:EasyClassification:Conceptual23)Whichofthefollowingisthefinalstepinthemanagementprocess?A)organizingB)planningC)controllingD)leadingAnswer:CPageRef:487Objective:1Difficulty:EasyClassification:Conceptual5Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall24)Whichofthefollowingcorrespondstothecontrollingstepinthemanagementprocess?A)performancemeasurementsB)employeemotivationC)strategyformulationD)organizationalstructuringAnswer:APageRef:487Objective:1Difficulty:EasyClassification:Conceptual25)Whichofthefollowingobservationsistrueoforganizationalcontrolling?A)Aneffectivecontrolsystemfacilitatesemployeeempowerment.B)Forminganorganizationalstructureisacrucialcontrolactivity.C)Humanresourcemanagementisasubsetofthecontrollingprocess.D)Organizationalstrategiesareformedduringthecontrollingstage.Answer:APageRef:487Objective:1Difficulty:EasyClassification:Conceptual26)Thecontrolprocessassumesthat________.A)employeesrequirecleardirectionsfrommanagementB)employeesareunder-qualifiedandrequiretrainingC)performancestandardsarealreadyinplaceD)employeemonitoringcostsarepartandparcelofdoingbusinessAnswer:CPageRef:488Objective:2Difficul