
APM Class Notes 9
Quiz by Stanford C Allen
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Which of the following statements regarding Fitzgerald and Moonâs Building Blocks model are correct?
(1) The determinants of performance are quality, innovation, resource utilisation and competitiveness
(2) Standards are targets for performance and should be fair, achievable and controllable
(3) Rewards encourage staff to work towards the standards and should be clear, motivating and controllable
(4) It is a performance measurement framework particularly suitable for service organisations
The Building Block Model devised by Fitzgerald and Moon sets out a framework for the design and analysis of performance management systems. The first building block, 'Dimensions', identifies six goals for the business which must be measured.
Which THREE of the following are correct dimensions within the Fitzgerald and Moon performance management model?
In the Building Blocks model, quality of service means:
In the Building Blocks model, flexibility means:
In the Building Blocks model, resource utilization means:
In the Building Blocks model, innovation means:
In the Fitzgerald and Moon building blocks model, which statement below is INACCURATE about standards?
In the Fitzgerald and Moon building blocks model, which statement below is INACCURATE about rewards?
The management consultant suggested that Company X's bonus system award bonuses to the drivers when overall retailer satisfaction exceeded 90%.
Which of the statement below does NOT test the bonus scheme based on the building blocks rewards criteria?Â
SELECT the statement the incorrect statement about reward scheme
Which of the following is NOT a benefit of performance measures?
The term What gets measured get done, means all the following EXCEPT?
Targets should be challenging but achievable means?
Staff appraisal schemes should do all the following EXCEPT?
Performance measure have all the following problems EXCEPT?
Although rapidly growing, Graviton has had some problems in the last few years which have appeared on recent internal audit reports. It was found that a senior manager at factory site 1 has been delaying invoicing for completed orders in order to ensure that profit targets are met in both the current and the next accounting period.Â
The above can best be classified as?
Although rapidly growing, Graviton has had some problems in the last few years which have appeared on recent internal audit reports. At factory site 2, there has been excellent return on a low capital employed figure although there is a significant adverse variance in the equipment repairs account.
The above can best be classified as?
The board is dominated by long-serving executives who are sceptical of change, given Gravitonâs growth over the past three years.
The above can best be classified as?
The board at Ganymede has always focused on revenue and dividend payments as its main performance measures. However, it is not doing as well as competitors and it costs have been rising uncontrollably. The board is demonstrating?
Fashion House's mission is âto deliver returns to shareholders above the average for the retail sector by providing a superior customer experience from the appearance of the stores to the attractive range of clothes which are sold with enthusiasm'. They currently measure operating profit, group after tax profit, inventory write-downs, revenue and provide no industry figures for comparison. The Board is displaying what type of behaviour?
The problems associated with performance measures can be addresses by all of the following EXCEPT?
Which of the following is NOT a type of psychological contract?
Hopwood suggested three (3) performance management styles. Which of the styles can be described as The targets set are all financial and are short term in that they are only for the next financial year
Hopwood suggested three (3) performance management styles. Which of the styles can be described as managers are evaluated on their ability to build long-term profits for the business
Hopwood suggested three (3) performance management styles. Which of the styles can be described as budgetary information plays a less important part of staffâs performance evaluation. It suits an emphasis on quality and on operational factors i.e. non-financial measures