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| 1 | |
To determine the specific financial objectives of an organisation using the balanced scorecard approach, which of the following questions should be asked? |
| | A) | How should we look to our shareholders? |
| | B) | At which business processes must we excel? |
| | C) | How will we sustain our ability to change and improve? |
| | D) | How will we make a profit? |
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| 2 | |
The Melbourne operation of the Speedy Overnight Courier Company has been comparing its performance of on-time deliveries to customers against the on-time delivery performance of its Sydney operation. 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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| 3 | |
Performance measures for the customer perspective of the balanced scorecard include: |
| | A) | customer satisfaction and return on investment |
| | B) | employee satisfaction and employee training program attendance |
| | C) | employee training program attendance and market share |
| | D) | product quality and customer satisfaction |
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| 4 | |
Factors that are common to all scorecard approaches are which of the following? |
| | A) | The measures should support the objectives and strategies of the business; they should cascade down through the various levels of the organisation and should include both short-term and long-term measures, as well as financial and non-financial measures, to reduce the likelihood of dysfunctional behaviour. |
| | B) | The measures should not support the objectives and strategies of the business; they should cascade down through the various levels of the organisation and should include both short-term and long-term measures, as well as financial and non-financial measures, to reduce the likelihood of dysfunctional behaviour. |
| | C) | The measures should not support the objectives and strategies of the business; they should cascade down through the various levels of the organisation and should not include either short-term and long-term measures, or financial and non-financial measures, to reduce the likelihood of dysfunctional behaviour. |
| | D) | The measures should not support the objectives and strategies of the business; they should not cascade down through the various levels of the organisation and should not include both short-term and long-term measures, and financial and non-financial measures, to reduce the likelihood of dysfunctional behaviour. |
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| 5 | |
The Melbourne operation of the Speedy Overnight Courier Company has been comparing its performance of on-time deliveries to customers against the on-time delivery performance of Zippy Overnight Courier Company. 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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| 6 | |
Critical success factors (CSFs) are: |
| | A) | factors critical to the survival of the business, such as quality, cost or innovativeness |
| | B) | factors critical to employee empowerment |
| | C) | factors critical to the design of the balanced scorecard |
| | D) | factors critical to the development of the benchmarking process |
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| 7 | |
Continuous improvement can be built into performance measurement systems by: |
| | A) | selecting relevant performance measures, recognising controllability and being timely |
| | B) | selecting relevant performance measures, being simple and being timely |
| | C) | selecting relevant performance measures, defining and redefining the measure and making the performance target more challenging |
| | D) | selecting relevant performance measures, defining and redefining the measure and making the performance target less challenging |
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| 8 | |
Reduction in setup time can lead to: |
| | A) | decreased machine downtime and improved timeliness of deliveries to customers |
| | B) | increased machine downtime and increased tardiness of deliveries to customers |
| | C) | increased multi-skilling of employees |
| | D) | decreased multi-skilling of employees |
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| 9 | |
Total factor productivity is measured using which of the following formulas: |
| | A) | number of units produced ÷ number of direct labour hours |
| | B) | number of direct labour hours ÷ number of units produced |
| | C) | number of units produced ÷ cost of all inputs to production |
| | D) | cost of all inputs to product ÷ number of units produced |
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| 10 | |
Difficulties in measuring performance in the service sector include: |
| | A) | the tangible nature of the output |
| | B) | the tangible and quantitative nature of the output |
| | C) | the intangible nature of the output |
| | D) | the intangible and qualitative nature of the output |
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