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MGMT303 > ch 16 > Flashcards

ch 16 Flashcards

1
Q

Controlling

A

monitoring performance, comparing it w goals, and taking corrective action as needed

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2
Q

steps in the control process

A

1 establish standards
2 measure performance
3 compare performance to standards
4 take corrective action if necessary

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3
Q

establish standards

A

the desired standard for a given goal

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4
Q

measure performance

A

ususlaly obtained from written/oral reports and personal observations

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5
Q

Compare performance to standards

A

-control charts
-management by exeption

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6
Q

control charts

A

a vistual tool used for quality control purposes

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7
Q

management by exception

A

control principle that states that a manager should be informed of a situation only if there is a big deviation from standards

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8
Q

take corrective action

A

-make no changes
-notice and reinforce positive performance
-take action to correct negative performance

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9
Q

why is control needed

A

to adapt to change and uncertaintiy

to discover errors

to detect opportunties

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10
Q

feedfoward control

A

focus on preventing future problems

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11
Q

concurrent control

A

collecting performance info in real time

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12
Q

feedback control

A

collecting performance information after a task or project is done

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13
Q

strategic control

A

monitring to ensure strategic plans are being implemented

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14
Q

tactical control

A

monitring to ensure tactical plans are being implemented

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15
Q

operational control

A

monitring to ensure that operational plans are being implemented

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16
Q

6 areas of control

A

-structural
-cultural
-physical
-human resources
-informational
-financial

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17
Q

structural

A

-bureaucratic control
-decentrailized control

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18
Q

-bureaucratic control

A

characterized by use of rules, regulations,
and formal authority to guide performance

19
Q

Decentralized control

A

informal
structural arrangements

20
Q

financial control

A

-budget
-incremental budgeting

21
Q

incremental budgeting

A

Allocates inc or dec funds by using the last budget period as a reference point

22
Q

balance sheet

A

summarizes an orgs overall fnan worth at specific time

23
Q

income statement

A

summarizes an orgs fnan over period of time

24
Q

audit

A

formal verification of an orgs fnan and operational systems

-internal and external

25
Q

balanced scoreboard

A

give managers comprehensive view of the org via 4 indicators

-customer satisfaction
-internal processess
-innovation and imporvement
-financial measures

26
Q

customer

A

priority on the customer

27
Q

financial

A

Profitability, growth, shareholder values

28
Q

Internal business

A

Quality, employee skills, and productivity

29
Q

Innovation and learning

A

Learning and growth of employees

30
Q

strategy map

A

Visual representation of the 4 perspectives of
balanced scorecard that enables managers to communicate
r goals so everyone can understand
how their jobs are linked to the overall objectives of the
organization

31
Q

PDCA cycle

A

plan-do-check-act

32
Q

plan

A

plan desired and important chnages based on data

33
Q

do

A

implement the change

34
Q

check

A

check what happened after the change

35
Q

act

A

act on lessons learned after the results

36
Q

TQM

A

dedicated to
continuous quality improvement, training, and customer
satisfaction

37
Q

2 core principles of tqm

A
  • people orientation
    -improvement orientation
38
Q
  • people orientation
A

everyone involved in the org should focus on delivering value to customers

39
Q

improvement orientation

A

Everyone should work on continuously improving work
processes

40
Q

rater scale

A

enables customers to rate the quality of a service along five dimensions

-reliability
-assurance
-tangibles
-empathy
-responsiveness

41
Q

ERP

A

enterprise resource planning

-information systems for integrating
virtually all aspects of a business, helping managers stay on top
of the latest developments

42
Q

benchmarking

A

a way to measure smth against the standard

43
Q

best practices

A

set of guidelines, ethics, or ideas that represent the most efficient course of action

MGMT303 (15 decks)

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