COB 300 - Pargas Exam 3 ACTUAL UPDATED QUESTIONS AND CORRECT
ANSWERS
Management Control The process of monitoring activities to ensure that what is being accomplished
matches plans, and correcting significant deviations
Preliminary (Feedforward) Control Anticipates problems preventing deviation from standards (example: preventive
maintenance on equipment)
, Concurrent Control Corrects problems as they happen (example: sampling output from a production
line)
Feedback Control Corrects problems after they occur; used when preliminary and concurrent
controls failed (example: touch up of car paint scratched during production or
shipping)
Damage Control Actions to minimize negative impacts on stakeholders due to faulty outputs
(example: recalls, compensation)
Regulation Costs The costs associated with implementing or maintaining control; is it worth it?
Cybernetic feasibility Can you implement each step? If one or more steps cannot be implemented, it
fails.
Benchmarking Determining other companies' standards
What must controls be? - Effective: the benefits must be wroth the cost of installation and operation
- Accurate: measurement of quantity and quality allows for meaningful
comparisons
- Accepted by people they affect: employees must be educated regarding
usefulness and benefits
Controls are NOT likely To be 100% effective
Corrective Action - Identify performance deviations
- Analyze deviations
- Development and implementation of correct programs
Bureaucratic Control Managers try to influence employee behavior by rewarding or punishing. These
companies are highly resistant to change and slow to respond to customers and
competitors.
ANSWERS
Management Control The process of monitoring activities to ensure that what is being accomplished
matches plans, and correcting significant deviations
Preliminary (Feedforward) Control Anticipates problems preventing deviation from standards (example: preventive
maintenance on equipment)
, Concurrent Control Corrects problems as they happen (example: sampling output from a production
line)
Feedback Control Corrects problems after they occur; used when preliminary and concurrent
controls failed (example: touch up of car paint scratched during production or
shipping)
Damage Control Actions to minimize negative impacts on stakeholders due to faulty outputs
(example: recalls, compensation)
Regulation Costs The costs associated with implementing or maintaining control; is it worth it?
Cybernetic feasibility Can you implement each step? If one or more steps cannot be implemented, it
fails.
Benchmarking Determining other companies' standards
What must controls be? - Effective: the benefits must be wroth the cost of installation and operation
- Accurate: measurement of quantity and quality allows for meaningful
comparisons
- Accepted by people they affect: employees must be educated regarding
usefulness and benefits
Controls are NOT likely To be 100% effective
Corrective Action - Identify performance deviations
- Analyze deviations
- Development and implementation of correct programs
Bureaucratic Control Managers try to influence employee behavior by rewarding or punishing. These
companies are highly resistant to change and slow to respond to customers and
competitors.
