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Chapter 14

The document contains multiple-choice questions related to management control processes, focusing on the challenges and consequences of overcontrol and undercontrol. It discusses the importance of establishing standards, measuring performance, and the relationship between control and other managerial functions. The overall message emphasizes that effective control is essential for organizational success.

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aliloaliii00100
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11 views3 pages

Chapter 14

The document contains multiple-choice questions related to management control processes, focusing on the challenges and consequences of overcontrol and undercontrol. It discusses the importance of establishing standards, measuring performance, and the relationship between control and other managerial functions. The overall message emphasizes that effective control is essential for organizational success.

Uploaded by

aliloaliii00100
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Chapter 14 Mcq:

1. What was Brad Carter's initial role at Fastenal?


a) Regional Manager
b) Sales Representative
c) National Accounts Manager
d) CEO

2. What problem did Carter encounter as his team grew?


a) Lack of motivation among sales representatives
b) Difficulty tracking sales call activity efficiently
c) Increasing customer dissatisfaction
d) Insufficient budget for sales expenses

3. What was the primary reason for using Excel initially to track sales?
a) It was the most sophisticated software available
b) It was user-friendly and required no training
c) It was simple, low-cost, and met initial needs
d) It was mandated by company policy

4. What is the most critical aspect of the control challenge for managers?
a) Implementing strict rules and regulations
b) Striking a balance between too much and too little control
c) Eliminating all risks and uncertainties
d) Maximizing employee freedom

5. What is the primary consequence of overcontrol?


a) Increased efficiency and productivity
b) Enhanced employee morale and motivation
c) Resentment and stifled motivation
d) Reduced risk and improved compliance

6. What is the primary consequence of undercontrol?


a) Excessive bureaucracy and red tape
b) Sloppy operations and inefficient resource use
c) Increased employee autonomy and empowerment
d) Enhanced innovation and creativity

7. What is the first step in the basic control process?


a) Comparing performance to standards
b) Measuring performance
c) Establishing standards
d) Taking corrective action

8. Why is it important to have specific standards?


a) To ensure accurate and consistent measurement
b) To motivate employees to perform better
c) To simplify the control process
d) To avoid the need for frequent performance reviews

9. What is the key challenge in measuring performance for complex jobs?


a) Lack of available data
b) Difficulty in quantifying all aspects of performance
c) Resistance from employees to be measured
d) Lack of standardized measurement tools

10. What is the fourth step in the control process?


a) Establishing standards
b) Measuring performance
c) Comparing performance to standards
d) Evaluating results and taking action

11. What is the role of judgment in the "Evaluate Results and Take Action" step?
a) Determining whether a deviation from expectations is significant
b) Setting performance standards
c) Measuring performance accurately
d) Implementing corrective actions effectively

12. Which of the following is NOT a type of control?


a) Strategic control
b) Tactical control
c) Operational control
d) Financial control

13. What is the primary focus of strategic control?


a) Day-to-day operations and processes
b) The organization's overall direction and alignment with the external environment
c) Intermediate-level issues and plans
d) Financial performance and profitability

14. What is a challenge in establishing strategic control systems?


a) The abstract nature of strategic goals
b) The lack of available data
c) The resistance of employees
d) The high cost of implementation
15. What is the relationship between control and other managerial functions?
a) Control is independent of other managerial functions
b) Control is a substitute for planning, organizing, and leading
c) Control is dependent on the effectiveness of planning, organizing, and leading
d) Control is irrelevant to the success of an organization

16. What is the role of control in relation to planning?


a) Control is a substitute for planning
b) Control is an input to the planning process
c) Control is irrelevant to the planning process
d) Control is a consequence of effective planning

17. What is the primary purpose of control in organizations?


a) To restrict employee freedom
b) To punish employees for poor performance
c) To ensure that organizational goals are achieved
d) To create a negative and fear-based work environment

18. What is the relationship between control and organizational structure?


a) Control is independent of organizational structure
b) Control is determined by organizational structure
c) Control influences organizational structure
d) Organizational structure has no impact on control

19. What is the key takeaway regarding the use of control?


a) More control is always better than less control
b) The appropriate level of control depends on the specific situation
c) Control should be eliminated entirely to maximize employee freedom
d) Control should be exercised only when necessary

20. What is the overall message of the text regarding control?


a) Control is a negative and restrictive force in organizations
b) Control is a simple and straightforward process
c) Effective control is essential for organizational success
d) Control should be avoided as much as possible

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