Lecture 1- Introduction to management accounting for performance and decison making

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Highers Accounting and Finance (Year 2) (Management Accounting for Performance and Decision Making) Quiz on Lecture 1- Introduction to management accounting for performance and decison making, created by George Mariyajohnson on 10/07/2020.
George Mariyajohnson
Quiz by George Mariyajohnson, updated more than 1 year ago
George Mariyajohnson
Created by George Mariyajohnson over 4 years ago
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Resource summary

Question 1

Question
Control process- The process of ensuring that a firm's [blank_start]activities conform[blank_end] to its [blank_start]plan[blank_end] & that its [blank_start]objectives[blank_end] are [blank_start]achieved[blank_end]
Answer
  • activities conform
  • plan
  • objectives
  • achieved

Question 2

Question
Action controls- [blank_start]Observing[blank_end] the actions of [blank_start]individuals[blank_end] as they go about their [blank_start]work[blank_end], also known as [blank_start]behavioural[blank_end] controls
Answer
  • Observing
  • individuals
  • work
  • behavioural

Question 3

Question
Personnel, cultural & social controls- Personnel controls involve [blank_start]helping employees[blank_end] to [blank_start]perform well[blank_end] through the use of [blank_start]selection[blank_end] and placement, training, job design, etc. Cultural & social controls involve the selection of people who have already been [blank_start]socialised[blank_end] into adopting particular norms & patterns of [blank_start]behaviour[blank_end] to perform particular tasks
Answer
  • helping employees
  • perform well
  • selection
  • socialised
  • behaviour

Question 4

Question
Results controls- [blank_start]Collecting[blank_end] & [blank_start]reporting[blank_end] information about the [blank_start]outcomes[blank_end] of work effort, also known as [blank_start]output[blank_end] controls
Answer
  • Collecting
  • reporting
  • outcomes
  • output

Question 5

Question
Feedback control- [blank_start]Monitoring[blank_end] outputs [blank_start]achieved[blank_end] against [blank_start]desired[blank_end] outputs & taking whatever [blank_start]corrective[blank_end] action is necessary if a [blank_start]deviation[blank_end] exists
Answer
  • Monitoring
  • achieved
  • desired
  • corrective
  • deviation

Question 6

Question
Feed-forward control- [blank_start]Comparing[blank_end] predictions of [blank_start]expected[blank_end] outputs with the [blank_start]desired[blank_end] outputs & taking [blank_start]prior[blank_end] corrective action to [blank_start]minimise[blank_end] any [blank_start]differences[blank_end]
Answer
  • Comparing
  • expected
  • desired
  • prior
  • minimise
  • differences

Question 7

Question
Goal congruence- The [blank_start]situation[blank_end] that exists when controls [blank_start]motivate employees[blank_end] to behave in a way that is in [blank_start]tune[blank_end] with the organisation's [blank_start]goals[blank_end]
Answer
  • situation
  • motivate employees
  • tune
  • goals

Question 8

Question
Controls- These are [blank_start]measurement[blank_end] & [blank_start]information[blank_end]. It's used to help determine what [blank_start]control[blank_end] action needs to be [blank_start]taken[blank_end]
Answer
  • measurement
  • information
  • control
  • taken

Question 9

Question
One form of action controls is [blank_start]behavioural constraints[blank_end] ([blank_start]prevent[blank_end] people from doing things that [blank_start]should not[blank_end] be done i.e. [blank_start]physical constraints[blank_end] such as [blank_start]passwords[blank_end])
Answer
  • behavioural constraints
  • prevent
  • should not
  • physical constraints
  • passwords

Question 10

Question
Another form of action controls is [blank_start]preaction reviews[blank_end] (involve approval of [blank_start]action plans[blank_end] of individuals being [blank_start]controlled[blank_end] before they [blank_start]undertake[blank_end] course of action)
Answer
  • preaction reviews
  • action plans
  • controlled
  • undertake

Question 11

Question
Third form of action controls is [blank_start]action accountability[blank_end] (involve defining [blank_start]actions[blank_end] that are [blank_start]acceptable[blank_end] or [blank_start]unacceptable[blank_end], [blank_start]observing[blank_end] actions & [blank_start]rewarding[blank_end] acceptable or [blank_start]punishing[blank_end] unacceptable actions)
Answer
  • action accountability
  • actions
  • acceptable
  • unacceptable
  • observing
  • punishing
  • rewarding

Question 12

Question
One harmful side-effect of results controls is that they can lead to [blank_start]lack[blank_end] of [blank_start]goal congruence[blank_end] when employees seek to achieve [blank_start]performance targets[blank_end] in way that [blank_start]is not[blank_end] organizationally [blank_start]desirable[blank_end]
Answer
  • lack
  • goal congruence
  • performance targets
  • is not
  • desirable

Question 13

Question
Another harmful side-effect of results controls is that they can lead to [blank_start]data manipulation[blank_end] & [blank_start]negative attitudes[blank_end]. This could result in [blank_start]decline[blank_end] in morale & [blank_start]lack[blank_end] of motivation
Answer
  • data manipulation
  • negative attitudes
  • decline
  • lack
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