WorksheetsQuiz 1
Total questions: 25
Worksheet time: 22mins
It is seeing that actual performance is guided towards expected performance.
Planning
Controlling
Leading
Staffing
Following are the characteristics of controlling function of management except ________.
Controlling is an end function.
Controlling is a pervasive function.
Controlling is forward looking.
Controlling is not related with planning.
Controlling management function steps which acts or serve as a basis of evaluations of actual performance.
Measurement of Performance
Taking necessary action
Establishment objectives and standards
Comparison of Actual and Standard Performance
Controlling management function steps which is taking corrective measures for deviations which have occurred.
Measurement of Performance
Taking necessary action
Establishment objectives and standards
Comparison of Actual and Standard Performance
Controlling management function steps which the manager has to find out extent of deviation and cause of deviation.
Measurement of Performance
Taking necessary action
Establishment objectives and standards
Comparison of Actual and Standard Performance
Controlling management function steps that involves measuring of actual performance of various individuals, group or units.
Measurement of Performance
Taking necessary action
Establishment objectives and standards
Comparison of Actual and Standard Performance
Control methods that focuses on what happens during the work progress.
Preliminary
Concurrent
Post-action
Internal Controls
Control methods which is sometimes called feedback controls, this focus on end results, as opposed to inputs and activities.
Preliminary
Concurrent
Post-action
Internal Controls
Control methods which is sometimes called the feedforward controls, they are accomplished before a work activity begins.
Preliminary
Concurrent
Post-action
Internal Controls
Control methods which allows motivated individuals to exercise self-control in fulfilling job expectations.
Preliminary
Concurrent
Post-action
Internal Controls
Level of managers which focusses on the execution of tasks and deliverables, and serving as role models for the employees they supervise.
top-level managers
middle-level managers
low-level managers
Level of managers that responsible for controlling and overseeing the entire organization.
top-level managers
middle-level managers
low-level managers
Level of managers that responsible for executing organizational plans which comply with the company’s policies. They also act as an intermediary between top-level and low-level management.
top-level managers
middle-level managers
low-level managers
This structure style of a self-managed team is members manage their own group, i.e., they manage access to resources, scheduling, supervision, etc.
(a)
This structure emerging form is based on organization members interacting with each other completely via telecommunications. Members of this organization may never actually meet each other.
(a)
This structure includes the linking of numerous, separate organizations to optimize their interaction in order to accomplish common overall goal.
(a)
This structure managers don't direct as much as they facilitate the workers' applying new information and learning from that experience.
(a)
This structure have the ability to continually change their structure and internal processes to conform to feedback with the environment.
(a)
One of the components of organization which can be defined as a mission or purpose of the existence of organization.
(a)
One of the components of organization which serve as the workforce or human part of organization that performs different operations in the organization.
(a)
One of the components of organization which intellectual and mechanical processes used by an organization to transform inputs into products or services.
(a)
One of the components of organization which shows the basic arrangement of people in the organization.
(a)
It is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within the specific function job.
(a)
This assessment is typically easier for entry-level positions where competencies are fairly introductory, and more difficult for senior level positions where competencies are more complex.
(a)
This assessments allow individuals to reflect on their own strengths and weaknesses while getting a sense of the areas in which they need further development, to match the competency model needed for that role.
(a)
