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LABMAN > Unit 5 > Flashcards

Unit 5 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

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30
Q

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

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

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31
Q

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

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

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32
Q

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

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

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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

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34
Q

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

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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35
Q

Consequences:
Employees feel a sense of indifference toward work.

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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36
Q

Consequences:
Employees absenteeism and turnover is high.

a. Hierarchical control
b. Decentralized control

A

a. Hierarchical control

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37
Q

Consequences:
Employees take initiative and seek responsibility

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

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38
Q

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

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

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39
Q

Consequences:
Employee turnover is low.

a. Hierarchical control
b. Decentralized control

A

b. Decentralized control

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40
Q

Total Quality Management (TQM)

a. decentralized control approach
b. hierarchical control approach

A

a. decentralized control approach

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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

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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

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43
Q

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

A

T

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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

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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

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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

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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:
Any business process

a. Lean
b. Six sigma

A

b. six sigma

62
Q

Application:
Primarily high volume processes

a. Lean
b. Six sigma

A

a. Lean

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

73
Q

QC Tool:
Describe the flow of work and the relationships among steps in the process, and reveal any unnecessary steps and waste that can be eliminated

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

a. Flowcharts

74
Q

QC Tool:
Identify possible problems that need to be investigated via further data collection and analysis

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

a. Flowcharts

75
Q

QC Tool:
shows the relationship of factors and variables that might have led to the occurrence of issues

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

b. Cause-and-effect (CE) diagram/ Fishbone diagram

76
Q

QC Tool:
identifies the problem itself, the effect, which is placed on the right side of the diagram

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

b. Cause-and-effect (CE) diagram/ Fishbone diagram

77
Q

QC Tool:
fleshes out the various potential causes of the problem that are shown along the spine of the diagram and categorized, for example, as materials, workers, inspection, and tools

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

b. Cause-and-effect (CE) diagram/ Fishbone diagram

78
Q

QC Tool:
shows an appearance of a diagram that suggests a fishbone analogy

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

b. Cause-and-effect (CE) diagram/ Fishbone diagram

79
Q

QC Tool:
are data collection done, which are put in a tabular list representing collected data about the process

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

c. Check sheets

80
Q

QC Tool:
contain critical process measurements taken at periodic intervals during the day and tabulated by the time taken

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

c. Check sheets

81
Q

QC Tool:
used to tabulate the frequency of certain defects or other quality-related events

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

c. Check sheets

82
Q

QC Tool:
show the relationship between two variables

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

d. Scatter diagrams

83
Q

QC Tool:
If a particular cause and effect are suspected to be related, the relationship will be apparent as a linear or curved pattern.

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

d. Scatter diagrams

84
Q

QC Tool:
Once improvements have been made, the new process should be stabilized to hold the gains by using a new ________ __________.

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

e. Control chart

85
Q

QC Tool (Control Chart):
process improvement, will no longer be appropriate following the improvements

a. original control chart
b. new control chart

A

a. original control chart

86
Q

QC Tool (Control Chart):
with new center lines and upper and lower limits can be created, based on data from the improved process

a. original control chart
b. new control chart

A

b. new control chart

87
Q

QC Tool:
a frequency count using data from the check sheet to show the form and shape of the distribution of the data

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

f. Histogram

88
Q

QC Tool:
indicates that some data points are outliers, or there may be odd shapes to the distribution that indicate skewness or possibly more than one mode or peak in the distribution

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

f. Histogram

89
Q

QC Tool:
Can be constructed to show the most important problems

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

g. Pareto diagram

90
Q

observed that a few items in any population constitute a significant percentage of the entire group—the vital few

A

Vilfredo Pareto (1906)

91
Q

T/F:
According to Pareto’s law, a few of the failure modes account for most of the observed defects.

A

T

92
Q

includes prevention, appraisal, internal failure, and external failure categories

a. budgetary control
b. responsibility center
c. cost of quality
d. corporate governance

A

c. cost of quality

93
Q

T/F:
All these, except prevention, are costs of not doing things right the first time.

A

T

94
Q

T/F:
When a cost is assigned to high quality, it can be managed and controlled like any other cost.

A

F;
poor quality

95
Q

one of the most commonly used forms of managerial control

a. budgetary control
b. responsibility center
c. balanced scorecard
d. corporate governance

A

a. budgetary control

96
Q

the process of setting targets for an organization’s expenditures, monitoring results and comparing them to the budget, and making changes as needed

a. budgetary control
b. responsibility center
c. balanced scorecard
d. corporate governance

A

a. budgetary control

97
Q

as a control device, ________ are reports that list planned and actual expenditures for cash, assets, raw materials, salaries, and other resources

A

budgets

98
Q

T/F:
A budget is created for every division or department within an organization, no matter how small, as long as it performs a distinct project, program, or function.

A

T

99
Q

T/F:
Budget reports usually list the variance between the budgeted and actual amounts for each item.

A

T

100
Q

any organizational department or unit under the supervision of a single person who is responsible for its activity

a. budgetary control
b. responsibility center
c. balanced scorecard
d. corporate governance

A

b. responsibility center

101
Q

outlines the anticipated and actual expenses for a responsibility center

a. expense budget
b. revenue budget
c. cash budget
d. capital budget

A

a. expense budget

102
Q

lists forecasted and actual revenues of the organization

a. expense budget
b. revenue budget
c. cash budget
d. capital budget

A

b. revenue budget

103
Q

estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligations

a. expense budget
b. revenue budget
c. cash budget
d. capital budget

A

c. cash budget

104
Q

a budget that plans and reports investments in major assets to be depreciated over several years

a. expense budget
b. revenue budget
c. cash budget
d. capital budget

A

d. capital budget

105
Q

has been expanded to refer to the framework of systems, rules, and practices by which an organization ensures accountability, fairness, and transparency in its relationships with all stakeholders, including investors, employees, customers, and the general public

a. budgetary control
b. responsibility center
c. balanced scorecard
d. corporate governance

A

d. corporate governance

106
Q

a comprehensive management control system that balances traditional financial measures with measures of customer service, internal business processes, and the organization’s capacity for learning and growth

a. budgetary control
b. responsibility center
c. balanced scorecard
d. corporate governance

A

c. balanced scorecard

107
Q

Perspectives in a Balanced Scorecard:
reflects a concern that the organization’s activities contribute to improving short- and long-term financial performance

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

a. financial performance

108
Q

Perspectives in a Balanced Scorecard:
includes traditional measures such as net income and return on investment

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

a. financial performance

109
Q

Perspectives in a Balanced Scorecard:
measure information such as how customers view the organization and customer retention and satisfaction

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

b. customer service

110
Q

Perspectives in a Balanced Scorecard:
Data may be collected in many forms, including testimonials from customers describing superlative service or from customer surveys.

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

b. customer service

111
Q

Perspectives in a Balanced Scorecard:
focus on production and operating statistics

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

c. internal business processes

112
Q

Perspectives in a Balanced Scorecard:
For clinical laboratories, indicators may include fast turn-around-time in releasing results, the use of fully-automated systems to accommodate high-volume samples, and adherence to safety guidelines.

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

c. internal business processes

113
Q

Perspectives in a Balanced Scorecard:
focusing on how well resources and human capital are being managed for the company’s future

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

d. potential for learning and growth

114
Q

Perspectives in a Balanced Scorecard:
Metrics may include things such as employee retention and the introduction of new products.

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

d. potential for learning and growth

115
Q

T/F:
Managers record, analyze, and discuss various metrics to determine how well the organization is achieving its strategic goals.

A

T

116
Q

T/F:
The responsibility center is an effective tool for managing and improving performance, but only if it is clearly linked to a well-defined organizational strategy and goals.

A

F;
balanced scorecard

LABMAN (6 decks)

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