Name: Wong Pavón Kevin Jayr

Date: 11/01/21

Homework #5
Creating my own questionarie
1. ______ is the management function that involves monitoring activities to ensure that
they’re being accomplished as planned and correcting any significant deviations
A. Control
B. Managers
C. Practice
D. organization’s
Answer: A
2. What Is Measuring?
A. To determine pass performance, a manager must first get information about it. Thus,
the first step in control is measuring.
B. To determine actual performance, a manager must first get information about it.
Thus, the first step in control is measuring.
C. To determine actual performance, a control must first get information about it. Thus,
the second step in control is measuring.
D. To determine actual performance, a control must second get information about it.
Thus, the first step in control is measuring.
Answer: B
3. HOW DO MANAGERS MEASURE?
A. Three common sources of information frequently used to measure actual
performance are personal observation, statistical reports and written reports.
B. Four common sources of information frequently used to measure actual performance
are personal presuation, statistical reports, oral reports, and written reports.
C. Four common sources of information frequently used to measure actual performance
are personal observation, statistical reports, oral reports, and written reports.
D. Five common sources of information frequently used to measure actual performance
are personal observation, personal persuation, statistical reports, oral reports, and
written reports.
Answer: C
4. ______ is a phrase used to describe when a manager is out in the work area,
interacting directly with employees, and exchanging information about what’s going
on.
A. Managers by warning around (MBWA)
B. Management by warning around (MBWA)
C. Managers by walking around (MBWA)
D. Management by walking around (MBWA)
Answer: D
5. A three-step process of measuring actual ______, comparing actual performance
against a standard, and taking managerial action to correct deviations
A. Performance
B. Control
C. Analitic
D. Critical
Answer: A
6. What Managerial Action Can Be Taken?
A. Management can choose among three possible courses of action: do nothing, correct
the actual performance, or revise the standards.
B. Managers can choose among three possible courses of action: do nothing, correct
the actual performance, or revise the standards.
C. Managers can´t choose among three possible courses of action: do nothing, correct
the actual performance, or revise the standards.
D. Managers can choose among three possible courses of action: do something, correct
the actual performance, or revise the standards.
Answer: B
7. HOW DO YOU CORRECT ACTUAL PERFORMANCE?
A. Depending on what the problem is, a managerial could take different corrective
actions
B. Depending on what the problem is, a manager could take similar corrective actions
C. Depending on what the problem is, a manager could take different corrective actions
D. Depending on what the problem is, a manager could take different corrective control
Answer: C
8. HOW DO YOU REVISE THE STANDARD?
A. It’s possible that the variance was a result of an unrealisticcontrol—too low or too
high a goal.
B. It’s possible that the variance was a result of an realistic standard—too low or too
high a goal.
C. It’s possible that the variance was a result of an unrealistic standard—too low or too
high a objetive.
D. It’s possible that the variance was a result of an unrealistic standard—too low or too
high a goal.
Answer: D
9. When Does Control Take Place?
A. Management can implement controls before an activity commences, while the
activity is going on, or after the activity has been completed
B. Management can implement controls after an activity commences, while the activity
is going on, or after the activity has been completed
C. Manager can implement controls before an activity commences, while the activity is
going on, or after the activity has been completed
D. Management can implement controls before an inactivity commences, while the
activity is going on, or after the activity has been incompleted
Answer: A
10. WHAT IS FEEDFORWARD CONTROL?
A. The most desirable type of control—feedforward control—prevents controls
because it takes place before the actual activity.
B. The most desirable type of control—feedforward control—prevents problems
because it takes place before the actual activity.
C. The most desirable type of problems —feedforward control—prevents controls
because it takes place before the actual activity.
D. The most desirable type of problems —feedforward control—prevents problems
because it takes place before the actual activity.
Answer: B
11. WHEN IS CONCURRENT CONTROL USED?
A. Concurrent process, as its name implies, takes place while a work activity is in
progress.
B. Concurrent progress, as its name implies, takes place while a work activity is in
progress.
C. Concurrent control, as its name implies, takes place while a work activity is in
progress.
D. Concurrent control, as its number implies, takes place while a work activity is in
progress.
Answer: C
12. WHY IS FEEDBACK CONTROL SO POPULAR?
A. The most popular type of process relies on feedback
B. The most progress type of control relies on feedback
C. The most progress type of process relies on feedback
D. The most popular type of control relies on feedback
Answer: D
13. In What Areas Might Managers Need Controls?
A. Most organizations consist of countless activities taking place in different locations
and functional areas of the organization.
B. Most organizations consist of countless process taking place in different locations
and functional areas of the organization.
C. Most organizations consist of countless activities taking place in different
organization and functional areas of the organization.
D. Most organizations consist of countless activities taking place in different locations
and functional control of the organization.
Answer: A
14. HOW DO MANAGERS KEEP TRACK OF FINANCES?
A. Every business wants to earn a profit. To achieve this objetive, managers need
financial controls.
B. Every business wants to earn a profit. To achieve this goal, managers need financial
controls.
C. Every business wants to earn a profit. To achieve this goal, managers need financial
progress.
D. Every business wants to earn a profit. To achieve this goal, organizations need
financial controls.
Answer: B
15. HOW IS AN ORGANIZATION’S INFORMATION CONTROLLED?
A. Some 76 million accounts on Sony’s PlayStation network were hacked, exposing
those users to years of identity-theft risk.
B. Some 70 million accounts on Sony’s PlayStation network were hacked, exposing
those users to years of identity-theft risk.
C. Some 77 million accounts on Sony’s PlayStation network were hacked, exposing
those users to years of identity-theft risk.
D. Some 74 million accounts on Sony’s PlayStation network were hacked, exposing
those users to years of identity-theft risk.
Answer: C
16. WHAT IS THE BALANCED SCORECARD APPROACH TO CONTROL?
A. The balanced scorecard approach is a way to exposing organizational performance
from more than just the financial perspective
B. The balanced scorecard approach is a way to evaluate organizational performance
from more than just the accounts perspective
C. The balanced scorecard accounts is a way to evaluate organizational performance
from more than just the financial perspective
D. The balanced scorecard approach is a way to evaluate organizational performance
from more than just the financial perspective
Answer: D
17. WHAT CONTEMPORARY CONTROL ISSUES DO MANAGERS CONFRONT?
A. The employees of Integrated Information Systems Inc. didn’t think twice about
exchanging digital music over a dedicated office server they had set up.
B. The employees of Integrated Information Solutions Inc. didn’t think twice about
exchanging digital music over a dedicated office server they had set up.
C. The employees of Integrated Information Systems Inc. didn’t think twice about
exchanging digital music over a dedicated office system they had set up.
D. The employees of Integrated Information Systems Inc. didn’t think twice about
exchanging digital video over a dedicated office server they had set up.
Answer: A
18. What Challenges Do Managers Face in Controlling the Workplace?
A. Today’s workplaces present considerable control challenges for employees.
B. Today’s workplaces present considerable control challenges for managers.
C. Today’s workplaces pass considerable control challenges for employees.
D. Today’s workplaces present considerable obejtive challenges for employees.
Answer: B
19. IS EMPLOYEE THEFT ON THE RISE?
A. Would you be surprised to find that up to 83 percent of all organizational theft and
fraud is committed by employees, not outsiders?
B. Would you be surprised to find that up to 84 percent of all organizational theft and
fraud is committed by employees, not outsiders?
C. Would you be surprised to find that up to 85 percent of all organizational theft and
fraud is committed by employees, not outsiders?
D. Would you be surprised to find that up to 86 percent of all organizational theft and
fraud is committed by employees, not outsiders?
Answer: C
20. ______ is defined as any unauthorized taking of company property by employees
for their personal use.
A. Managers theft
B. organizational theft
C. Personal theft
D. Employee theft
Answer: D
21. WHAT CAN MANAGERS DO ABOUT WORKPLACE VIOLENCE?
A. A truck driver for a beer and wine distributor facing dismissal fatally shot eight
coworkers outside Hartford
B. A taxi driver for a beer and wine distributor facing dismissal fatally shot eight
coworkers outside Hartford
C. A truck driver for a beer and wine distributor facing dismissal fatally shot seven
coworkers outside Hartford
D. A truck driver for a beer and wine distributor facing dismissal fatally shot
sixcoworkers outside Hartford
Answer: A
22. In less ______ advanced countries, direct supervision and highly centralized
decision making are the basic means of control
A. pefect
B. technologically
C. solution
D. Artificial Intelligence
Answer: B
23. ______ measures managers might use include ratio analysis and budget analysis.
A. Traditional business
B. Advance financial
C. Traditional financial
D. Advance business
Answer: C
24. ______ refers to the design, operation, and control of the transformation process that
converts such resources as labor and raw materials into goods and services that are
sold to customers.
A. Operations management
B. Management
C. Business Control
D. Control
Answer: A
25. The system takes input:
A. People, technology, capital, equipment
B. People, technology, capital, equipment, materials, and information
C. People, technology, capital, equipment, materials
D. People, technology, capital, equipment and information
Answer: B
26. All organizations produce goods or services through the ______
A. Business Process
B. Control Process
C. Transformation process
D. Management
Answer: C
27. For manufacturers, the products are obvious: cars, cell phones, or food products.
After all, ______ produce physical goods
A. Business
B. Manufacturing
C. Marketing Organizations
D. Manufacturing organizations
Answer: D
28. But that transformation process isn’t as readily evident in ______ because they
produce nonphysical outputs in the form of services
A. Service organizations
B. Marketing organizations
C. Organizations
D. Service Businesses
Answer: A
29. What is Operation Management?
A. The study and application of the business process
B. The study and application of the transformation process
C. The study and application of the Marketing process
D. The study and not application of the transformation process
Answer: B
30. What is manufacturing organizations?
A. Organizations that produce goods
B. Organizations that produce marketing goods
C. Organizations that produce physical goods
D. Markets that produce physical goods
Answer: C
31. What is service organizations?
A. Organizations that produce nonphysical products in the form of services
B. Organizations that produce physical products in the form of services
C. Organizations that produce physical services in the form of services
D. Markets that produce nonphysical products in the form of services
Answer: A
32. What is transformation process?
A. Markets that produce nonphysical products in the form of services
B. The process that converts resources into finished goods and services
C. Organizations that produce physical goods
D. The study and application of the transformation process
Answer: B
33. ______ is a composite of people and operations variables
A. Process
B. Control
C. Marketing
D. Productivity
Answer: D
34. Executives focused, instead, on improving other functional areas such as finance
and marketing and paid little attention to ______
A. Marketing
B. Market
C. Manufacturing
D. Process
Answer: C
35. ______ is defined as the performance characteristics, features and attributes, and
any other aspects of goods and services for which customers are willing to give up
resources
A. Value
B. Efficiency
C. Manufacture
D. Market
Answer: A
36. The ______ is the entire series of organizational work activities that add value at
each step from raw materials to finished product
A. Market
B. Value
C. Value chain
D. Manufacture
Answer: C
37. ______ is the process of managing the sequence of activities and information along
the entire value chain
A. Value chain management
B. Value management
C. Value chain
D. Market
Answer: A
38. How is value chain management done?
A. Is the process of managing the sequence of activities and information along the
entire value chain
B. The dynamic, competitive environment facing contemporary global organizations
demands new solutions
C. Is the entire series of organizational work activities that add value at each step from
raw materials to finished product.
D. Is defined as the performance characteristics, features and attributes.
Answer: B
39. Understanding how and why value is determined by the marketplace has led some
organizations to experiment with a new ______
A. Business model
B. Company
C. Marketing
D. Control
Answer: A
40. What Are the Requirements for Successful Value Chain Management?
A. Coordination and collaboration, technology investment, organizational processes,
leadership, employees/human resources.
B. Investment, organizational processes, leadership, employees/human resources, and
organizational culture and attitudes
C. Coordination and collaboration, technology investment, organizational processes,
leadership, employees/human resources, and organizational culture and attitudes
D. Processes, leadership, employees/human resources, and organizational culture and
attitudes
Answer: C
41. What is Coordination and collaboration?
A. For the value chain to achieve its goal of meeting and exceeding customers’ needs
and desires
B. For the value chain to achieve its goal of meeting and exceeding customers’ needs.
C. For the value chain to achieve its goal of exceeding customers’ needs and desires
D. For the value chain to achieve its goal of meeting and exceeding customers.
Answer: A
42. What is Technology investment
A. Successful value chain management isn’t possible without a significant information
technology.
B. Successful value chain management isn’t possible without a significant investment.
C. Successful value chain management isn’t possible without a significant investment
in information technology.
D. Successful management isn’t possible without a significant investment in
information technology.
Answer: C
43. Value chain management radically changes ______
A. Organizational processes
B. For the value chain to achieve
C. Processes
D. Market
Answer: A
44. What is Leadership?
A. The importance of leadership to value chain management is plain and simple—
successful value chain management is possible without strong and committed
leadership
B. The importance of leadership to value chain management is plain and simple—
successful value chain management isn’t possible without strong and committed
leadership
C. The importance of Market to value chain management is plain and simple—
successful value chain management isn’t possible without strong and committed
leadership
D. The importance of Management to value chain management is plain and simple—
successful value chain management isn’t possible without strong and committed
leadership
Answer: B
45. What is Employees/human resources?
A. We know from our discussions of productivitytheories and approaches throughout
this textbook that employees are the organization’s most important resource
B. We know from our discussions of management theories and approaches throughout
this textbook that boss are the organization’s most important resource
C. We don´t know from our discussions of management theories and approaches
throughout this textbook that employees are the organization’s most important
resource
D. We know from our discussions of management theories and approaches throughout
this textbook that employees are the organization’s most important resource
Answer: D
46. What is Organizational culture and attitudes?
A. The first requirement for value chain management is having a supportive
organizational culture and attitudes
B. The second requirement for value chain management is having a supportive
organizational culture and attitudes
C. The last requirement for value chain management is having a supportive
organizational culture and attitudes
D. The third requirement for value chain management is having a supportive
organizational culture and attitudes
Answer: C
47. What Are the Obstacles to Value Chain Management?
A. Organizational barriers, cultural attitudes, required capabilities.
B. Organizational barriers, cultural attitudes, required capabilities, and people
C. Cultural attitudes, required capabilities, and people
D. Organizational barriers, cultural attitudes, required capabilities, and employees
Answer: B
48. Organizational barriers are among the ______ obstacles to handle
A. Most difficult
B. Less difficult
C. Most useful
D. Less useful
Answer: A
49. The final obstacles to successful value chain management can be an ______
A. Organization’s people
B. Organization’s Job
C. Organization’s boss
D. Organization’s market
Answer: A
50. A ______ is a one-time-only set of activities with a definite beginning and ending
point
A. Concept
B. Project
C. Control
D. Marketing mix
Answer: B