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| 1 | |
The external high-performing businesses that an organisation compares to its products, functions and activities are sometimes called: |
| | A) | productivity partners |
| | B) | best practice companies |
| | C) | target companies |
| | D) | best performing companies |
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| 2 | |
A performance gap is: |
| | A) | a factor that is derived from the competitive strategy and is critical to the survival of the business |
| | B) | the extent to which the a business needs to improve to reach best practice |
| | C) | a measure of the progress towards the organisation’s objectives |
| | D) | a subjective measure of employee productivity |
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| 3 | |
The steps in the benchmarking process are: |
| | A) | 1. Identify the functions or activities to be benchmarked, and performance measures; <BR>2. Select benchmark partners; <BR>3. Establish performance goals; <BR>4. Collect and analyse data; <BR>5. Implement plans |
| | B) | 1. Identify the functions or activities to be benchmarked, and performance measures; <BR>2. Select benchmark partners; <BR>3. Collect and analyse data; <BR>4. Establish performance goals; <BR>5. Implement plans |
| | C) | 1. Select benchmark partners; <BR>2. Identify the functions or activities to be benchmarked, and performance measures; <BR>3. Collect and analyse data; <BR>4. Establish performance goals; <BR>5. Implement plans |
| | D) | 1. Establish performance goals; <BR>2. Select benchmark partners; <BR>3. Identify the functions or activities to be benchmarked, and performance measures; <BR>4. Collect and analyse data; <BR>5. Implement plans |
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| 4 | |
The four types of formal benchmarking are: |
| | A) | internal, competitive, social and industry benchmarking |
| | B) | internal, competitive, best-in-class and flexible benchmarking |
| | C) | competitive, flexible, social and industry benchmarking |
| | D) | internal, competitive, industry and process benchmarking |
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| 5 | |
A balanced scorecard should link: |
| | A) | learning and growth |
| | B) | internal business processes |
| | C) | profitability |
| | D) | all of the given answers |
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| 6 | |
Which of the following is not a characteristic of a good performance measurement system? |
| | A) | It is linked to strategy and the goals of the organisation. |
| | B) | It includes many performance measures. |
| | C) | It is timely. |
| | D) | It emphasises the positive. |
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| 7 | |
A Du Pont chart provides: |
| | A) | a framework to focus on the components of return on investment |
| | B) | a framework to focus on the profit margin component of return on investment |
| | C) | a framework to focus on the asset turnover component of return on investment |
| | D) | a framework that identifies linkages between key drivers, key performance indicators and financial performance measures |
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| 8 | |
The Speedy Overnight Courier Company has been comparing its performance of on-time deliveries to customers against the world’s best on-time delivery performance. Which type of benchmarking is Speedy Overnight Courier Company undertaking? |
| | A) | Internal benchmarking. |
| | B) | Competitive benchmarking. |
| | C) | Best-in-class benchmarking. |
| | D) | Industry benchmarking. |
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| 9 | |
Warning signs that the organisation’s performance measurement system is inadequate include which of the following? |
| | A) | Performance is acceptable on all dimensions, except profit. |
| | B) | Customers do not buy, even when prices are competitive. |
| | C) | The business strategy has changed. |
| | D) | All of the given answers. |
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| 10 | |
Non-financial performance measures: |
| | A) | are limited by the number of lag indicators used by the organisation |
| | B) | are usually not well received by management |
| | C) | can reflect the drivers of future financial performance |
| | D) | are limited by the number of lead indicators used by the organisation |
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