control

Question 1

A ———– System (DCS)
automates processing an airlines airport
management operations which includes
managing the informant required for airport
check-in, printing boarding pass, baggage
acceptance, boarding load control and
aircraft checks. Today almost 98% of DCS
manage e-ticket using interface from a
number of devices including check-in kiosks,
online check-in, mobile boarding pass and
baggage handling. DCS are able to identify
and capture updated reservations from an
airline computer reservation system for
passengers called ——–
(PNR). A DCS is used to update reservations
typically as ckecked-in, boarded, and
flown or another status. Additionally and
increasingly a DCS or some city fare sectors
may also interface with immigration control
for visa, immigration and passenger no fly
watch list

Answer 1

Departure Control
passenger name record

Question 2

Controlling
also ensures that an organisation’s
resources are being used effectively
and efficiently for the achievement of
predetermined goals.- E2
Controlling is,
thus, a —- -oriented function

Answer 2

goal

Question 3

Control is an indispensable function
of management. Without —– the
best of plans can go awry

Answer 3

Control is an indispensable function
of management. Without control the
best of plans can go awry

Question 4

cotrolling imp:

Answer 4

aditi my ignore everyone - just and fair
-acc org standrads
-making efficent use of resource
-improving employee motivation
-ensuring order dispcline
-judgign accuracy stand
-facilitating coord in action

Question 5

contr olling is like —–
keeps org on right track

Answer 5

guiding

Question 6

diff bw god and efiicnet:
A good control system enables
management to — whether
the standards set are accurate
and objective.
An efficient control
system keeps a careful check
on the changes taking place
in the organisation and in the
environment and helps to —-
and revise the standards in light
of such changes

Answer 6

verify-good
eff- check,
review and revise

si eff is also remedial in nature

Question 7

Controlling provides
—- to all activities and
efforts for achieving organisational
goals. Each department and
employee is governed by predetermined standards which
are well coordinated with one
another

Answer 7

direction (so guides)

Question 8

Controlling provides
—- to all activities and
efforts for achieving organisational
goals. Each department and
employee is governed by predetermined standards which
are well coordinated with one
another

Answer 8

direction (so guides)

Question 9

s. Thus,
planning without controlling is
—-. Similarly, controlling
is —- without planning

Answer 9

meaningless
blind

Question 10

Without planning there is no
predetermined understanding of the
desired performance. Planning seeks
consistent, integrated and —-
programmes while controlling seeks
to compel events to conform to plans.

Answer 10

articulated - cia porgrammes

Question 11

Without planning there is no
predetermined understanding of the
desired performance. Planning seeks
consistent, integrated and —-
programmes while controlling seeks
to compel events to conform to plans.

Answer 11

articulated - cia porgrammes

Question 12

Controlling,
on the other hand, checks whether
decisions have been translated into —

Answer 12

desired ation

Question 13

Thus, planning and controlling are
interrelated and, in fact, reinforce
each other in the sense that
1. Planning based on —– makes
controlling easier and effective;
and
2. Controlling improves future
planning by providing information
derived from ———-

Answer 13

facts
past experince

Question 14

s. ——- are the criteria
against which actual performance
would be measured. Thus, standards
serve as benchmarks towards which
an organisation strives to work.

Answer 14

stanrards

Question 15

Performance should be measured in
an —– and reliable manner

Answer 15

objective

Question 16

Progress of work in certain operating areas
like —— may be measured
by considering the number of units
sold, increase in market share, etc.,
whereas, —– of production
may be measured by counting the
number of pieces produced and
number of defective pieces in a
batch

Answer 16

marketing – market share, units sold
efficiency

Question 17

Standards used in Functional Areas to Gauge Performance,
in rpoduction:

Answer 17

qlty
quanityt
cost
indivdiaul job
performance

Question 18

HRM is fucnt ke standards

Answer 18

labour relations
lab turnover
lab absentism

Question 19

finna accounting standards

Answer 19

cap exo
invenotry
liqiudity
cap flow

Question 20

mketing stanrads

Answer 20

sales vol
sales exo
adv exp
invidual performnace
sales dude performn

Question 21

: It is neither
economical nor easy to keep a
check on each and every activity
in an organisation. Control
should, therefore, focus on key
result areas (KRAs) which are
critical to the success of an
organisation. CALLED —

Answer 21

CPC

Question 22

Deviations may have multiple
causes for their origin. These include
—- standards, defective
process, inadequacy of resources,
—– drawbacks, ————- and environmental factors

Answer 22

unrealistic
structural
org constraints

Question 23

Corrective action might involve
——– if the production
target could not be met. Similarly,
if an important project is running
behind schedule, corrective action
might involve assigning of additional
workers and equipment to the
project and permission for overtime
work. In case the deviation cannot
be corrected through ———–, the standards may have to be
revised.

Answer 23

training of employees

managerial
action

Question 24

When a manager sets critical points and focuses attention on significant deviations which
cross the permissible limit, the following advantages accrue:
1. It saves the time and efforts of managers as they deal with only significant deviations.
2. It focuses managerial attention on important areas. Thus, there is ———— of
managerial talent.
3. The routine problems are left to the subordinates. ———, thus,
facilitates —- of authority and increases morale of the employees.
4. It identifies critical problems which need timely action to keep the organisation in right
track.

Answer 24

better utilisation
Management by exception (ie degree, not CPC)
delegation

2 manger benefits, 1 employee benefit
and 1 org benefit

Question 25

Causes of deviation - Corrective action to be taken
1. Defective material : Change the — for material used
2. Defective machinery_ Repair the existing machine or replace the machine if it cannot be repaired
3. —– machinery – Undertake technological upgradation of machinery
4. Defective –a– -Modify the existing —a—
5. Defective physical
conditions of work
-Improve the physical conditions of work

Answer 25

quality specification for the material used
Obsolete
process -

Question 26

This is the most traditional method
of control. ————
enables the manager to collect first
hand information. It also creates
a psychological pressure on the
employees to perform well as they are
aware that they are being observed
personally on their job. However, it is
a very time-consuming exercise and
cannot effectively be used in all kinds
of jobs

Answer 26

personl observatiobs
-most trad\
-psych pressure
-time consuming,
-ineffective

Question 27

Statistical analysis in the form of
averages, percentages, ratios, correlation, etc., present useful information to
the managers regarding performance
of the organisation in various areas.
Such information when presented in
the form of charts, graphs, tables, etc.,
enables the managers to read them
more easily and allow a comparison
to be made with performance in
—– and also with the
———-

Answer 27

previous periods
benchmarks

so ``stats analysis
-help comparison
-ease

Question 28

Breakeven analysis is a technique
used by managers to study the
relationship between –, —- and ——. It determines the probable
profit and losses at different levels of
activity

Answer 28

costs volume profit

Question 29

Breakeven point is
determined by the intersection of
Total —- and Total —– curves.

Answer 29

total rev
total cost curves

Question 30

Breakeven Point = —– Costs/
—– per
unit – —– cost
per unit

Answer 30

Fixed costs/sp per unit-vc per unit

vc- variable costs

Question 31

keven chart whats on x and y axis

Answer 31

x- cost nd rev
y-sales vol

Question 32

Breakeven analysis helps a firm in
keeping a close check over its —–
costs

Answer 32

variable

Question 33

Budgetary control is a technique
of managerial control in which all
operations are planned in advance
in the form of —– and actual
results are compared with budgetary
standards.

Answer 33

budgets

Question 34

A budget is a quantitative statement
for a —— future period of time
for the purpose of obtaining a given
objective. It is also a statement which
reflects the ——— of that particular
period. It will contain figures of
forecasts both in terms of —– and
quantities.

Answer 34

definite
policy of a given period
time

so figures in form of time and quanitty

Question 35

n Sales Budget: A statement of what an organisation expects to sell
in terms of quantity as well as —-
n —- Budget: A statement of what an organisation plans to
produce in the budgeted period
n —— Budget: A statement of estimated quantity and —- of materials required for production

Answer 35

value (v+quanttiy-sales budget)

Production budget

material budget
quantity and cost of materials

sales-quanityt and value of what we SELL
mateial-quantity and cost f RAW materials needed for production

Question 36

n Cash Budget: Anticipated cash inflows and outflows for the budgeted period
n —– Budget: Estimated spending on major long-term assets like new factory or major equipment
n Research and Development Budget: Estimated spending for
the development or — of products and processes

Answer 36

Capital
refinement- r and d budget

Question 37

.— form of comparison reveals
the necessary actions to be taken
so that organisational objectives are
accomplished.
IMP - vague

Answer 37

budgetary control

Question 38

However, the effectiveness of
budgeting depends on how —-
estimates have been made about
future. Flexible budgets should be
prepared which can be adopted if
forecasts about future turn out to
be different, especially in the face
of changing environmental forces.
Managers must remember that
budgeting should not be viewed as an end but a —– to achieve
organisational objectives.

Answer 38

accurately
means

so accurate, but flexible too

Question 39

Budgeting focuses on —–
and —- -bound targets and
thus, helps in attainment of
organisational objectives.

Answer 39

specific
time bound targets

budgeting??-specific kyuki quantiiative
time bound kyki it gives time constraibts too

Question 40

Budgeting is also used for
achieving — among
different departments of an
organisation and highlights the
—— between them.
For instance, sales budget cannot
be prepared without knowing
production programmes and
schedules

Answer 40

cooridnation
interdpeendece

Question 41

. It facilitates —- this concept by stressing on
those operations which deviate
from budgeted standards in a
significant way.

Answer 41

management by exception

Question 42

. It facilitates —- this concept by stressing on
those operations which deviate
from budgeted standards in a
significant way.

Answer 42

management by exception

Question 43

——- can be used
to measure overall performance of
an organisation or of its individual
departments or divisions. It can be
calculated as under.

Answer 43

Return on Investment (RoI) is a useful
technique which provides the basic
yardstick for measuring whether or
not invested capital has been used
effectively for generating reasonable
amount of return. RoI can be used
to measure overall performance of
an organisation or of its individual
departments or divisions. It can be
calculated as under.

Question 44

Return on Investment (RoI) is a useful
technique which provides the basic
—- for measuring whether or
not invested capital has been used
effectively for generating reasonable
amount of return.
its formula:

Answer 44

yardstick

RoI= Net Income /Sales ×
Sales /Total Investment

Question 45

Total
investment includes both — as
well as fixed capital invested in business.
According to this technique, RoI can
be increased either by ——
sales volume proportionately more
than total investment or by reducing
total —- without having any
reductions in sales volume.

Answer 45

working
increasing
investment

Question 46

RoI provides top management an
effective means of control for measuring
and comparing performance of different —–. It also permits
departmental managers to find out
the problem which affects RoI in an
adverse manner.

Answer 46

departments

so roi basically ab depts

Question 47

Liquidity ratios
are calculated to determine
—— -term solvency of business.
Analysis of current position of
liquid funds determines the
ability of the business to pay the
amount due to its stakeholders.

Answer 47

short temr -liquid

Question 48

Ratios which
are calculated to determine the
long-term solvency of business
are known as solvency ratios.
Thus, these ratios determine the
ability of a business to service its
—

Answer 48

indebtedness. - solve

short term, liquity-stakeholders

Question 49

These ratios
are calculated to analyse the
profitability position of a business.
Such ratios involve analysis of
profits in relation to —- or funds
or —-

Answer 49

sales
capital employed.

Question 50

Turnover ratios
are calculated to determine the
—– of operations based on
effective utilisation of resources.
Higher turnover means better
utilisation of resources.

Answer 50

efficiency of operations

Question 51

——- is a system
of accounting in which different
sections, divisions and departments
of an organisation are set up as
‘Responsibility Centres’. The head of
the centre is responsible for achieving
the target set for his centre.

Answer 51

Responsibility accounting

Question 52

A cost or —-
centre is a segment of an organisation in which managers are
held responsible for the cost incurred in the centre but not
for the revenues. For example, in
a manufacturing organisation,
—– department is classified as cost centre

Answer 52

expense centre
production dpet -

Question 53

A cost or —-
centre is a segment of an organisation in which managers are
held responsible for the cost incurred in the centre but not
for the revenues. For example, in
a manufacturing organisation,
—– department is classified as cost centre

Answer 53

expense centre
production dpet -l

Question 54

A cost or —-
centre is a segment of an organisation in which managers are
held responsible for the cost incurred in the centre but not
for the revenues. For example, in
a manufacturing organisation,
—– department is classified as cost centre

Answer 54

expense centre
production dpet -lONLY IN manaufacturing

Question 55

: A revenue centre
is a segment of an organisation
which is primarily responsible for
generating revenue. For example,
—- department of an
organisation may be classified as
a revenue center

Answer 55

marketing

Question 56

A profit centre
is a segment of an organisation
whose manager is responsible
for both revenues and costs. For
example, ——
department of an organisation
may be treated as a profit center
if it is allowed to bill other production departments for the services
provided to them.

Answer 56

repair and maintenance

Question 57

An investment centre is responsible
not only for profits but also
for investments made in the
centre in the form of assets. The
investment made in each centre
is separately ascertained and
———- is used as a
basis for judging the performance
of the centre.

Answer 57

return on investment

Question 58

—— refers to systematic
appraisal of the overall performance of
the management of an organisation.
The purpose is to review the efficiency
and effectiveness of management and to improve its performance in future
periods.

Answer 58

Management audit - E2
helps identify deficineces

Question 59

Thus,
management audit may be defined
as evaluation of the—– and effectiveness of
management of an organisation

Answer 59

functioning, performance

Question 60

magament audit adv:
It helps to locate present and
potential —- in the
performance of management
functions.
2. It helps to improve the control
system of an organisation by
continuously monitoring the
performance of management.

Answer 60

deficiencies

i contunuly monitors PERFORMANCE of mgmt- ie, how managemrnt is done it supervises that

Question 61

mgm audit adv:
It improves coordination in the
functioning of various departments so that they work together
effectively towards the achievement of organisational objectives.
4. It ensures —– of existing
managerial policies and strategies
in the light of environmental
changes.

Answer 61

updating

Question 62

These techniques
are especially useful for planning,
scheduling and implementing —-
bound projects involving performance
of a variety of complex, diverse and
interrelated activities. - CID activites
These techniques
deals with time scheduling and
resource allocation for these activities
and aims at effective execution of
projects within given time schedule
and structure of —–

Answer 62

pert/cpm-
Programme Evaluation and
Review Technique) (Critical Path Method)

time bound
costs

Question 63

PERT and CPM are used extensively
in areas like ship-building, construction projects, aircraft manufacture, etc.
so areas with time constraits, heavy assets and cap involved, assembling involved, long cycle too.

• steps in this proess

Answer 63

5 steps

Question 64

1. The project is divided into a
   number of clearly identifiable
   activities which are then arranged in a ——.
2. A —- is prepared to
   show the sequence of activities,
   the starting point and the
   termination point of the project.

Answer 64

ogical sequence.

2. A network diagram is prepared to
   show the sequence of activities,
   the starting point and the
   termination point of the project.

Question 65

3. Time estimates are prepared
   for each activity. PERT requires
   the preparation of — time
   estimates – optimistic (or shortest
   time), pessimistic (or longest
   time) and most likely time. In
   CPM only one time estimate is
   prepared. In addition, CPM also
   requires making —- estimates
   for completion of project

Answer 65

3 p-perrt (1-time, 1 cost for cpm
cost estimates

Question 66

4. The longest path in the network
   is identified as the ————. It
   represents the sequence of those
   activities which are important
   for timely completion of the
   project and where no delays can be allowed without delaying the entire project.
5. If required, the plan is —–
   so that execution and timely
   completion of project is under
   control.

Answer 66

critical path
modified

Question 67

Management Information System
(MIS) is a —– -based information system that provides information
and support for effective managerial
decision-making.

Answer 67

computer

Question 68

MIS provides the
required information to the managers
by systematically —– a massive
data generated in an organisation.
Thus, MIS is an important communication tool for managers

Answer 68

processing
communication tool

so it processes data. communicates it to dceision maker

Question 69

—- also serves as an important
control technique. It provides data
and information to the managers at
the right time so that appropriate
corrective action may be taken in
case of deviations from standards.

A decision-maker
requires up-to-date, accurate and
timely information

TIMELY, accurate, updated

Answer 69

MIS

Question 70

MIS facilitates collection, management and —- of
information at different levels
of management and across
different departments of the
organisation.
2. It supports planning, decision making and controlling at all levels.
3. It improves the —- of information with which a manager works.

Answer 70

dissemination (+ COLLECTIONA ND MGMT)

quality of info

so quality of info increased, and helps in PLANNING (NOT JUST CONTROL) at all levels

Question 71

4. MIS - It ensures cost effectiveness in
   managing information.
5. It reduces information —–
   on the managers as only
   relevant information is provided
   to them.

Answer 71

overload
so work reuction, cost reudtcion

Question 72

s. Sometimes
controlling turns out to be a costly affair, especially in case
of —– organisations. M

Answer 72

smlal org

Question 73

n The importance of managerial control lies in the fact that it helps
in —-
main impirtance of ocntrolling

Answer 73

accomplishing organisational goals.