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Lab Man > U5.1: Controlling (Systems, Techniques, Approach) > Flashcards

U5.1: Controlling (Systems, Techniques, Approach) Flashcards

1
Q

refers to the systematic process of regulating organizational activities to make them consistent with the expectations established in plans, targets, and standards of performance

A

Organizational control

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2
Q

T/F:
Effectively controlling an organization requires information about performance standards and actual performance, as well as actions taken to correct any deviations from the standards.

A

T

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3
Q

Involves measuring, restraining and correcting performance to accomplish an objective as it was planned

a. planning
b. organizing
c. directing
d. controlling

A

d. controlling

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4
Q

It involves the measurement of certain elements such as time, quality, quantity and cost against standards or models which have been established, and the evaluation of the work or performance of various personnel in the organization.

a. organizing
b. controlling
c. planning
d. directing

A

b. controlling

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5
Q

T/F:
A good control system should be flexible so managers can respond as needed.

A

T

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6
Q

T/F:
A good control system should provide accurate information about the organization.

A

T

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7
Q

T/F:
A good control system should provide information in a timely manner.

A

T

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8
Q

T/F:
A good control system should encourage each employee to exercise self- control.

A

T

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9
Q

Type of control:
Anticipate problems before they occur

a. Feedforward Control
b. Concurrent Control
c. Feedback Control

A

a. Feedforward Control

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10
Q

Type of control:
Manage problems as they occur

a. Feedforward Control
b. Concurrent Control
c. Feedback Control

A

b. Concurrent Control

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11
Q

Type of control:
Manage problems after they have arisen

a. Feedforward Control
b. Concurrent Control
c. Feedback Control

A

c. Feedback Control

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12
Q

The feedback control model involves using _____________ to determine whether performance meets established standards.

A

feedback

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13
Q

4 key steps of a well-designed control system

A
  1. establish standards
  2. measure performance
  3. compare performance to standards
  4. make corrections as necessary
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14
Q

Arrange the steps in controlling:
(A) Comparison of performance with the standards
(B) Determination of the standards or basis of control
(C) Enactment of remedial measures
(D) Measurement of performance

A

B-D-A-C

Step 1: Determination of the standards or basis of control
Step 2: Measurement of performance
Step 3: Comparison of performance with the standards
Step 4: Enactment of remedial measures

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15
Q

T/F:
Performance standard must be expressed in qualitative terms whenever possible.

A

F; quantitative

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16
Q

T/F:
Performance standard may mean the average unit of output an average employee may be able to perform per hour, per day or per week.

A

T

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17
Q

Address how well the work is performed and/or how accurate or how effective the final product is

a. timeliness
b. standard
c. quality
d. feedback

A

c. quality

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18
Q

Addresses how quickly, when or by what date the work is produced

a. timeliness
b. standard
c. quality
d. feedback

A

a. timeliness

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19
Q

Involves monitoring and influencing employee behavior through extensive use of rules, policies, hierarchy of authority, written documentation, reward systems, and other formal mechanisms

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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20
Q

Foster compliance with organizational goals through the use of organizational culture, group norms, and a focus on goals rather than rules and procedures

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

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21
Q

Basic Assumptions:
People are incapable of self-discipline and cannot be trusted. They need to be monitored and controlled closely.

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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22
Q

Basic Assumptions:
People work best when they are fully committed to the organization

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

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23
Q

Actions:
Uses detailed rules and procedures

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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24
Q

Actions:
Formal control systems

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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25
Q

Actions:
Uses top-down authority, formal hierarchy, position power, and quality control inspectors

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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26
Q

Actions:
Relies on task-related descriptions

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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27
Q

Actions:
Emphasizes extrinsic rewards (pay, benefits, status)

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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28
Q

Actions:
Features rigid organizational culture; distrust of cultural norms as means of control

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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29
Q

Actions:
Features limited use of rules; relies on values, group and self-control, selection, and socialization.

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

30
Q

Actions:
Relies on flexible authority, flat structure, expert power; everyone monitors quality

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

31
Q

Actions:
Relies on result-based job descriptions; emphasizes goals to be achieved

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

32
Q

Actions:
Emphasizes extrinsic and intrinsic rewards (meaningful work, opportunities for growth)

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

33
Q

Actions:
Features adaptive culture; culture recognized as means for uniting individuals, team, and organizational goals for overall control

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

34
Q

Consequences:
Employees follow instructions and do just what they are told.

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

35
Q

Consequences:
Employees feel a sense of indifference toward work.

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

36
Q

Consequences:
Employees absenteeism and turnover is high.

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

37
Q

Consequences:
Employees take initiative and seek responsibility

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

38
Q

Consequences:
Employees are actively engaged and committed to their work.

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

39
Q

Consequences:
Employee turnover is low.

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

40
Q

Total Quality Management (TQM)

a. decentralized control approach
b. hierarchical control approach

A

a. decentralized control approach

41
Q

T/F:
The TQM philosophy focuses on individual work, decreasing customer satisfaction, and increaing costs.

A

F;
teamwork
increasing customer satisfaction
decreasing costs

42
Q

T/F:
Organizations implement TQM by encouraging managers and employees to collaborate across functions and departments, as well as with customers and suppliers, to identify areas for improvement, no matter how small.

A

T

43
Q

T/F:
Each quality improvement is a step toward perfection and meeting a goal of zero defects.

A

T

44
Q

T/F:
Quality control becomes part of the annual business of every employee rather than being assigned to specialized departments.

A

F;
day-to-day business

45
Q

offer one technique for implementing TQM and include groups of 6 to 12 volunteer employees who meet regularly to discuss and solve problems affecting the quality of their work

a. Quality circles
b. Benchmarking
c. Six sigma
d. Quality partnering
e. Continuous improvement / Kaizen

A

a. Quality circles

46
Q

the continuous process of measuring products, services, and practices against major competitors or industry leaders

a. Quality circles
b. Benchmarking
c. Six sigma
d. Quality partnering
e. Continuous improvement / Kaizen

A

b. Benchmarking

47
Q

a quality control approach that emphasizes a relentless pursuit of higher quality and lower costs

a. Quality circles
b. Benchmarking
c. Six sigma
d. Quality partnering
e. Continuous improvement / Kaizen

A

c. Six sigma

48
Q

involves assigning dedicated personnel within a particular functional area of the business to identify opportunities for improvement throughout the work process

a. Quality circles
b. Benchmarking
c. Six sigma
d. Quality partnering
e. Continuous improvement / Kaizen

A

d. Quality partnering

49
Q

the implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis

a. Quality circles
b. Benchmarking
c. Six sigma
d. Quality partnering
e. Continuous improvement / Kaizen

A

e. Continuous improvement / Kaizen

50
Q

Sigma Concepts:
The process is selected for improvement, and the project charter is specified.

a. Define
b. Measure
c. Analyze
d. Improve
e. Control

A

a. Define

51
Q

Sigma Concepts:
Quality variables valued by the customer are measured, and goals are set for improvement.

a. Define
b. Measure
c. Analyze
d. Improve
e. Control

A

b. Measure

52
Q

Sigma Concepts:
The root causes of the current defect levels are identified, and alternatives are considered for process changes.

a. Define
b. Measure
c. Analyze
d. Improve
e. Control

A

c. Analyze

53
Q

Sigma Concepts:
The process is changed and checked for improvement.

a. Define
b. Measure
c. Analyze
d. Improve
e. Control

A

d. Improve

54
Q

Sigma Concepts:
This step uses a ______ chart or measurements to ensure that the process improvement is not lost over time.

a. Define
b. Measure
c. Analyze
d. Improve
e. Control

A

e. Control

55
Q

T/F:
The benchmarking approach can be applied to processes in manufacturing, service, or administrative areas.

A

F;
Six Sigma approach

56
Q

Once a process is selected for improvement, a _____________ team is formed since most processes cut across functional lines.

A

cross-functional

57
Q

A full-time trained process improvement specialist, usually called a “___________” is chosen to lead the improvement team.

A

black-belt

58
Q

The team then sets out to make improvements by using the ________ approach.

A

DMAIC

59
Q

Goal:
Understand process flow and eliminate waste

a. Lean
b. Six sigma

A

a. Lean

60
Q

Goal:
Improve process capability and eliminate or minimize variation

a. Lean
b. Six sigma

A

b. Six sigma

61
Q

Application:
Primarily high volume processes

a. Lean
b. Six sigma

A

a. Lean

62
Q

Application:
Any business process

a. Lean
b. Six sigma

A

b. Six sigma

63
Q

Approach:
Basic principles and “cookbook style” implementation based on accepted practices

a. Lean
b. Six sigma

A

a. Lean

64
Q

Approach:
Well understood problem-solving approach relying on statistics (DMAIC or DMADV)

a. Lean
b. Six sigma

A

b. Six sigma

65
Q

Project Selection:
Driven by local supervisor

a. Lean
b. Six sigma

A

a. Lean

66
Q

Project Selection:
BPM and gap analysis

a. Lean
b. Six sigma

A

b. Six sigma

67
Q

Length of Projects:
1 week to 2 months

a. Lean
b. Six sigma

A

a. Lean

68
Q

Length of Projects:
2 to 6 moths

a. Lean
b. Six sigma

A

b. Six sigma

69
Q

Infrastructure:
Mostly ad-hoc, minimal formal training

a. Lean
b. Six sigma

A

a. Lean

70
Q

Infrastructure:
Dedicated resources, broad-based training

a. Lean
b. Six sigma

A

b. Six sigma

71
Q

Training:
Learning by doing

a. Lean
b. Six sigma

A

a. Lean

72
Q

Training:
Learning by classroom and doing

a. Lean
b. Six sigma

A

b. Six sigma

Lab Man (12 decks)

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