$.$ After objectives and standards are set, what step comes next in the control process?

a$.$ Measure results.

b$.$ Take corrective action.

c$.$ Compare results with objectives.

d$.$ Modify standards to fit circumstances.

$2.$ When a soccer coach tells her players at the end of a game, $$I$$m pleased you stayed with the game plan,$$ she is using a$/$an to measure performance, even though in terms of outcomes her team lost.

a$.$ input standard

b$.$ output standard

c$.$ historical comparison

d$.$ relative comparison

$3.$ When an automobile manufacturer is careful to purchase only the highest$-$quality components for use in production, this is an example of an attempt to ensure high performance through control.

a$.$ concurrent

b$.$ statistical

c$.$ inventory

d$.$ feedforward

$4.$ Management by exception means $.$

a$.$ managing only when necessary

b$.$ focusing attention where the need for action is greatest

c$.$ the same thing as concurrent control

d$.$ the same thing as just$-$in$-$time delivery

$5.$ When a supervisor working alongside an employee corrects him or her when a mistake is made, this is an example of control.

a$.$ feedforward

b$.$ concurrent

c$.$ internal

d$.$ clan

$6.$ If an organization$$s top management visits a firm in another industry to learn more about its excellent record in hiring and promoting visible minority and female candidates, this is an example of using for control purposes.

a$.$ a balanced scorecard

b$.$ relative comparison

c$.$ management by exception

d$.$ progressive discipline

$7.$ The control equation states: $=$ Desired Performance $$ Actual Performance.

a$.$ Problem Magnitude

b$.$ Management Opportunity

c$.$ Planning Objective

d$.$ Need for Action

$8.$ When a UPS manager compares the amount of time a driver takes to make certain deliveries against standards set through a quantitative analysis of her delivery route, this is known as $.$

a$.$ a historical comparison

b$.$ an engineering comparison

c$.$ relative benchmarking

d$.$ concurrent control

$9.$ Projects are unique one$-$time events that $.$

a$.$ have unclear objectives

b$.$ must be completed by a specific time

c$.$ have unlimited budgets

d$.$ are largely self$-$managing

$10.$ The chart graphically displays the scheduling of tasks required to complete a project.

a$.$ exception

b$.$ Taylor

c$.$ Gantt

d$.$ after$-$action

$11.$ When one team member advises another team member that $$your behaviour is crossing the line in terms of our expectations for workplace civility,$$ she is exercising a form of control over the other$$s inappropriate behaviours.

a$.$ clan

b$.$ market

c$.$ internal

d$.$ preliminary

$12.$ In a CPM$/$PERT analysis the focus is on and the events that link them together with the finished project.

a$.$ costs, budgets

b$.$ activities, sequences

c$.$ timetables, budgets

d$.$ goals, costs

$13.$ If fixed costs are $$10,000,$ variable costs are $$4$ per unit, and the target selling price per unit is $$8,$ what is the breakeven point?

a$.2$

b$.500$

c$.2,500$

d$.4,800$

$14.$ Among the financial ratios used for control, Current Assets$/$Current Liabilities is known as the $.$

a$.$ debt ratio

b$.$ net margin

c$.$ current ratio

d$.$ inventory turnover ratio

$15.$ With respect to return on assets $($ROA$)$ and the debt ratio, the preferred directions when analyzing them from a control standpoint are $.$

a$.$ decrease ROA, increase debt

b$.$ increase ROA, increase debt

c$.$ increase ROA, decrease debt

d$.$ decrease ROA, decrease debt