OM-Q2/W6
問題一覧
1
Itisthecontrolthatmakesuseofbalancesheets,incomestatements, and cash flow statements to analyze and examine financial statements
Management Control
2
These are techniques used for measuring an organization’s financial stability, efficiency, effectiveness, production output, and members’
attitude and morale.
Control Methods
3
It is an approach or process of measuring a company’s services or practices against those of recognized leaders in the industry to identify areas for improvement
Benchmarking
4
A control method which refers to the overall control of performance
instead of only those of specific organizational process.
Strategic Method
5
is a management function involves ensuring the work performance of the organization’s members are aligned with the organization’s values and standards through monitoring, comparing, and correcting their actions
Controlling
6
are techniques used for measuring an organization’s financial stability, efficiency, effectiveness, production output, and organization members’ attitude and morale
Control Method
7
There are two (2) control techniques or methods that a firm may apply, these are the following:
Quantitative Methods, Non-Quantitative Methods
8
It makes use of data and different quantitative tools for monitoring and controlling production output.
Quantitative Methods
9
Two common quantitative tools are
Budgets, Audits
10
It is considered the best-known control device. Budgets and control are, in fact, synonymous. An organization’s budget is an expression in financial terms of a plan for meeting the organization’s goals for a specific period. A budget is an instrument of planning, management, and control.
Budget
11
Internal auditing involves the independent review and evaluation of the organization’s non-tactical operations, such as accounting and finances
Audits
12
As a management tool, audit measures and evaluates the effectiveness of management controls
Audits
13
These refer to the overall control performance instead of only those
of specific organizational processes.
Non-Quatitative Methods
14
These methods use tools such as inspections, reports, direct
supervision, and on-the spot-checking and performance evaluation or counseling to accomplish goals
Non-Quantitative Methods
15
A control method that prevents problems in a firm because managerial action is taken before the actual problem occurs
Feedforward Control
16
It is a method that takes place while work activity is happening. Example: Direct supervision or management by walking around
Concurrent Control
17
It is a control that takes place after the occurrence of the activity. It is disadvantageous because, by the time the manager receives the information, the problem had already occurred
Feedback Control
18
It is a control challenge for managers, for enforcing discipline in the workplace is not easy.
Employee Discipline
19
This includes workplace privacy, employee theft, and workplace violence, among others, are some of the concerns in employee discipline.
Employee Discipline
20
From simple monitoring of employees’ computer usage at work to protecting employees at work from psychologically unstable workers who may have hidden desires to harm them, managers need discipline control to ensure that tasks can be efficiently and effectively carried out as planned
Employee Discipline
21
It ensures that the task of getting a project’s activities done on time, within the budget, and according to specifications, is successfully carried out
Project Management
22
Project Managers need technical and interpersonal skills to control the implementation of the project efficiently and efficiently
Project Management
23
test the organization’s ability to meet short term obligations; it may also refer to acid tests done when inventories turn over slowly or are difficult to sell.
Liquidity Ratio
24
determines if the organization is technically insolvent. Meaning that the organization’s financing is mainly coming from borrowed money or the owner’s investments
Leverage Ratio
25
determinesiftheorganizationiscarryingmoreinventory than what it needs; the higher the ratio, the more efficiently inventory assets are being used
Activity Ratio
26
determines the profits that are being generated
Profitability Ratio
27
It is an approach or process of measuring a company’s services and practices against those of recognized leaders in the industry to identify areas for improvement.
Benchmaking
28
It is a widely used and well-accepted approach because it helps organizations gather data and information against which performance can be measured and controlled
Benchmaking
29
It compares various strategies and identifies the key strategic elements
of success.
Strategic Benchmaking
30
It compares relative cost or possibilities for product differentiation
Operational Benchmaking
31
It focuses on support functions such as market planning and information systems, logistics, and human resource management, among others
Management Benchmaking
32
Three (3) Types of benchmarking according to Weihrich and Koontz
(2005):
Strategic Benchmaking, Operational Benchmaking, Management Benchmaking
33
is the control that makes use of the balance sheet, income statement, and cash flow statement to analyze and examine financial statements in order to determine the company’s financial soundness and viability, as well as financial ratios to determine the company’s stability
Management Control in Accounting and Finance
34
is the control that makes use of projected sales or forecast, statistical models, econometric modeling, surveys, historical demand data, and actual consumption of their products
Management Control in Marketing
OM-Q1/W6
OM-Q1/W6
Kent jovert Imo · 33問 · 2年前OM-Q1/W6
OM-Q1/W6
33問 • 2年前OM-Q1/W7
OM-Q1/W7
Kent jovert Imo · 23問 · 2年前OM-Q1/W7
OM-Q1/W7
23問 • 2年前OM-Q2/W1
OM-Q2/W1
Kent jovert Imo · 9問 · 2年前OM-Q2/W1
OM-Q2/W1
9問 • 2年前OM-Q2/W2
OM-Q2/W2
Kent jovert Imo · 7問 · 2年前OM-Q2/W2
OM-Q2/W2
7問 • 2年前OM-Q2/W3
OM-Q2/W3
Kent jovert Imo · 11問 · 2年前OM-Q2/W3
OM-Q2/W3
11問 • 2年前OM-Q2/W4
OM-Q2/W4
Kent jovert Imo · 47問 · 2年前OM-Q2/W4
OM-Q2/W4
47問 • 2年前OM-Q2/W5
OM-Q2/W5
Kent jovert Imo · 46問 · 2年前OM-Q2/W5
OM-Q2/W5
46問 • 2年前問題一覧
1
Itisthecontrolthatmakesuseofbalancesheets,incomestatements, and cash flow statements to analyze and examine financial statements
Management Control
2
These are techniques used for measuring an organization’s financial stability, efficiency, effectiveness, production output, and members’
attitude and morale.
Control Methods
3
It is an approach or process of measuring a company’s services or practices against those of recognized leaders in the industry to identify areas for improvement
Benchmarking
4
A control method which refers to the overall control of performance
instead of only those of specific organizational process.
Strategic Method
5
is a management function involves ensuring the work performance of the organization’s members are aligned with the organization’s values and standards through monitoring, comparing, and correcting their actions
Controlling
6
are techniques used for measuring an organization’s financial stability, efficiency, effectiveness, production output, and organization members’ attitude and morale
Control Method
7
There are two (2) control techniques or methods that a firm may apply, these are the following:
Quantitative Methods, Non-Quantitative Methods
8
It makes use of data and different quantitative tools for monitoring and controlling production output.
Quantitative Methods
9
Two common quantitative tools are
Budgets, Audits
10
It is considered the best-known control device. Budgets and control are, in fact, synonymous. An organization’s budget is an expression in financial terms of a plan for meeting the organization’s goals for a specific period. A budget is an instrument of planning, management, and control.
Budget
11
Internal auditing involves the independent review and evaluation of the organization’s non-tactical operations, such as accounting and finances
Audits
12
As a management tool, audit measures and evaluates the effectiveness of management controls
Audits
13
These refer to the overall control performance instead of only those
of specific organizational processes.
Non-Quatitative Methods
14
These methods use tools such as inspections, reports, direct
supervision, and on-the spot-checking and performance evaluation or counseling to accomplish goals
Non-Quantitative Methods
15
A control method that prevents problems in a firm because managerial action is taken before the actual problem occurs
Feedforward Control
16
It is a method that takes place while work activity is happening. Example: Direct supervision or management by walking around
Concurrent Control
17
It is a control that takes place after the occurrence of the activity. It is disadvantageous because, by the time the manager receives the information, the problem had already occurred
Feedback Control
18
It is a control challenge for managers, for enforcing discipline in the workplace is not easy.
Employee Discipline
19
This includes workplace privacy, employee theft, and workplace violence, among others, are some of the concerns in employee discipline.
Employee Discipline
20
From simple monitoring of employees’ computer usage at work to protecting employees at work from psychologically unstable workers who may have hidden desires to harm them, managers need discipline control to ensure that tasks can be efficiently and effectively carried out as planned
Employee Discipline
21
It ensures that the task of getting a project’s activities done on time, within the budget, and according to specifications, is successfully carried out
Project Management
22
Project Managers need technical and interpersonal skills to control the implementation of the project efficiently and efficiently
Project Management
23
test the organization’s ability to meet short term obligations; it may also refer to acid tests done when inventories turn over slowly or are difficult to sell.
Liquidity Ratio
24
determines if the organization is technically insolvent. Meaning that the organization’s financing is mainly coming from borrowed money or the owner’s investments
Leverage Ratio
25
determinesiftheorganizationiscarryingmoreinventory than what it needs; the higher the ratio, the more efficiently inventory assets are being used
Activity Ratio
26
determines the profits that are being generated
Profitability Ratio
27
It is an approach or process of measuring a company’s services and practices against those of recognized leaders in the industry to identify areas for improvement.
Benchmaking
28
It is a widely used and well-accepted approach because it helps organizations gather data and information against which performance can be measured and controlled
Benchmaking
29
It compares various strategies and identifies the key strategic elements
of success.
Strategic Benchmaking
30
It compares relative cost or possibilities for product differentiation
Operational Benchmaking
31
It focuses on support functions such as market planning and information systems, logistics, and human resource management, among others
Management Benchmaking
32
Three (3) Types of benchmarking according to Weihrich and Koontz
(2005):
Strategic Benchmaking, Operational Benchmaking, Management Benchmaking
33
is the control that makes use of the balance sheet, income statement, and cash flow statement to analyze and examine financial statements in order to determine the company’s financial soundness and viability, as well as financial ratios to determine the company’s stability
Management Control in Accounting and Finance
34
is the control that makes use of projected sales or forecast, statistical models, econometric modeling, surveys, historical demand data, and actual consumption of their products
Management Control in Marketing