MG101 EXAM QUESTIONS WITH 100% CORRECT ANSWERS
The management control process involves four steps: - Answer- lish objectives and standards
re actual performance
re results with objectives and standards
corrective action as needed.
A cybernetic control system - Answer- is self-contained...
MG101 EXAM QUESTIONS
WITH 100% CORRECT
ANSWERS
The management control process involves four steps: - Answer- 1.establish objectives
and standards
2.measure actual performance
3.compare results with objectives and standards
4.take corrective action as needed.
A cybernetic control system - Answer- is self-contained in its performance-monitoring
and correction capabilities.
Step 1: Establish objectives and standards - Answer- •Performance objectives should
represent key results to be achieved.
•Output standards measure performance results in terms of quantity, quality, cost or
time.
•Input standards measure work efforts that go into a performance task.
Step 2: Measure actual performance - Answer- •The goal here is to accurately measure
the performance results (output standards) and/or the performance efforts (input
standards).
•A common management failure in this regard is an unwillingness or inability to measure
the performance of people at work. Yet without measurement, effective control is not
possible.
Step 3: Compare results with objectives and standards - Answer- •Need for action =
desired performance − actual performance
•A historical comparison uses past performance as a benchmark for evaluation.
•A relative comparison uses the performance achievements of others as the evaluation
standard.
•An engineering comparison uses standards that are set scientifically.
Step 4: Take corrective action - Answer- •Management by exception focuses
managerial attention on substantial differences between actual and desired
performance.
•Two types of exceptions may be encountered:
, 1.problem situations
2.opportunity situations.
•An after-action review formally examines results to identify lessons learned in a
completed project or special operation.
three major types of managerial controls - Answer- Feedforward controls- Ensure the
right directions are set and the right resource inputs are available
Concurrent controls - Ensure the right things are being done as part of work-flow
operations.
Feedback Control - Ensure that final results are up to desired standards.
Feedforward controls(Preliminary controls) - Answer- •Ensure that directions and
resources are right before the work begins.
•Also called preliminary controls, they are accomplished before a work activity begins.
•Designed to eliminate the potential for problems later on in the process.
•What needs to be done before we begin?
Concurrent controls (Steering Control) - Answer- •Concurrent controls focus on what
happens during the work process.
•Also called steering controls, they monitor ongoing operations and activities to make
sure things are being done according to plan.
•Allow corrective actions to be taken before a task is completed.
•What can we do to improve things before we finish?
Feedback controls ( Post-action control) - Answer- •Feedback controls focus on the
quality of end results rather than on inputs and activities.
•Also called post-action controls, feedback controls take place after work is completed.
•Now that we are finished, how well did we do?
•The feedback provided by the control process is useful information for improving things
in the future.
Internal control - Answer- •Occurs through self-discipline and self-control.
•Relies on motivated individuals exercising self-control over their own behavior.
External control - Answer- •Occurs through direct supervision or administrative systems
such as rules and procedures.
•Managers take direct action to control the behaviour of others.
Bureaucratic control - Answer- •A classic form of external control.
•Uses authority, policies, procedures, job descriptions, budgets, and day-to-day
supervision to make sure that people's behaviour is consistent with organisational
interests.
•Also comes from the organisation's external environment; laws and regulations govern
behaviour of organisations.
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