controlling Flashcards

1
Q

refers to the process of ascertaining whether organizational objectives have been achieved.

A

controlling

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2
Q

complete the cycle of management functions

A

controlling

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3
Q

4 steps of control process

A
  1. establishing performance objectives and standards
  2. measuring actual performance
  3. comparing actual performance to objectives and standards
  4. taking necessary action based on the results of the comparisons
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4
Q

5 objectives and standards

A
  1. sales targets
  2. production targets
  3. worker attendance
  4. safety record
  5. supplies used
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5
Q

(objectives and standards). which are expressed in quantity or monetary terms.

A

sales targets

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6
Q

(objectives and standards). which are expressed in quantity or quality.

A

production targets

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7
Q

(objectives and standards). which are expressed in terms of rate of absences.

A

worker attendance

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8
Q

(objectives and standards). which is expressed in number of accidents for given periods.

A

safety record

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9
Q

(objectives and standards). which are expressed in quantity or monetary terms for given periods.

A

supplies used

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10
Q

3 necessary actions may be undertaken

A
  1. hire additional personnel
  2. use more equipment
  3. require overtime
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11
Q

3 distinct types of control

A
  1. feedforward control
  2. concurrent control
  3. feedback control
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12
Q

type of control measure undertaken when management anticipates problems and prevent their occurence.

A

feedforward control

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13
Q

this type of control provides the assurance that the required human and nonhuman resources are in place before operations begin.

A

feedforward control

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14
Q

this type of control is undertaken when operations are already ongoing and activities to detect variances are made.

A

concurrent control

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15
Q

it is always possible that deviations from standards will happen in the ————–

A

production process

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16
Q

this type of control is undertaken when information is gathered about a completed activity, and in order that evaluation and steps for improvement are derived.

A

feedback control

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17
Q

aimed at improving future activities are features of feedback control.

A

corrective actions

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18
Q

6 organizational control systems

A
  1. strategic plan
  2. long-range financial plan
  3. operating budget
  4. performance appraisals
  5. statistical reports
  6. policies and procedures
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19
Q

provides the basic control mechanism for the organization.

A

strategic plan

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20
Q

indicates the expenditures, revenues, or profits palnned for some future period regarding operations.

A

operating budget

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21
Q

measures employee’s performance. as such, it provides employees with a guide on how to do their jobs better in the future.

A

performance appraisal

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22
Q

pertain to those that contain data on various developments within the firm.

A

statistical reports

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23
Q

7 statistical reports

A
  1. labor efficiency rates
  2. quality control rejects
  3. accounts recievable
  4. accounts payable
  5. sales reports
  6. accident reports
  7. power consumption report
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24
Q

refer to the framework within which the objectives must be pursued.

25
is a plan that describes the exact series of actions to be taken in a given situation.
procedure
26
2 strategic control systems
1. financial analysis 2. financial ratio analysis
27
contains information about the company's gross income, expenses, and profits.
income statements
28
4 category of financial ratios
1. liquidity 2. efficiency 3. financial leverage 4. profitability
29
these ratios assess the ability of a company to meet its current obligations.
liquidity ratios
30
2 important indicators of liquidity
1. current ratio 2. acid-test ratio
31
LR. this shows the extent to which current assets of the company can cover its current liabilities.
current ratio
32
current ratio formula
CA or current assets / CL or current liabilities
33
LR. this is a measure of the firm's ability to pay off short-term obligations with the use of current assets without relying on the sale of inventories.
acid-test ratio
34
acid-test ratio formula
CA or current assets - CL or current liabilities or inventories
35
these ratios show how effectively certain assets or liabilities are being used in the production of goods and services.
efficiency ratios
36
2 common efficiency ratios
1. inventory turnover ratio 2. fixed asset turnover
37
ER. this ratio measures the number of times an inventory is turned over (or sold) each year.
inventory turnover ratios
38
inventory turnover ratio formula
cost of goods sold / inventory
39
ER. this ratio is used to measure utilization of the company's investment in its fixed assets, such as its plant and equipment.
fixed asset turnover
40
fixed asset turnover formula
net sales / net fixed assets
41
this is a group of ratios designed to assess the balance of fianncing obtained through debt and equity sources.
financial leverage ratios
42
2 important leverage ratios
1. debt to total assets ratio 2. times interest earned ratio
43
FLR. this ratio shows how much of the firm's assets are financed by debt.
debt total assets ratio
44
debt to total assets ratio formula
total debt / total assets
45
FLR. this ratio measures the number of times that earnings before interest and taxes cover or exceed the company's interest expense.
times interest earned ratio
46
time interest earned ratio formula
profit before tas + interest expense / interest expense
47
these ratios measure how much operating income or net income a company is able to generate in relation to its assets, owner's equity, and sales.
profitability ratios
48
3 notable profitability ratios
1. profit margin ratio 2. return on assets ratio 3. return on equity ratio
49
PR. this ratio compares the net profit to the level of sales.
profit margin ratio
50
Profit margin ratio formula
net profit / net sales
51
PR. this ratio shows how much income the company produces for every peso invested in assets.
return on assets ratio
52
return on assets ratio formula
net income / assets
53
PR. this ratio measures the returns on the owner's investment.
return on equity ratio
54
return on equity ratio formula
net income / equity
55
3 approaches kreitner mentions
1. executive reality check 2. comprehensive internal audit 3. general checklist of symptoms of inadequate control
56
is one undertaken to determine the efficiency and effectivity of the activities of an organization.
internal audit
57
aims to detect dysfunctions in the organization before they bring bigger troubles to management.
comprehensive internal audit
58
3 means to identify control problems
1. executive reality check 2. comprehensive internal audit 3. general checklist of symptoms of inadequate control
59
is important because it compliments the other management functions.
controlling