(完整版)管理会计示范性双语课件习题09.pdf

1 CHAPTER 9 THE BALANCED SCORECARD TRUE/FALSE 1. With the emergence of the information era, companies need to create value from their intangible assets as well as their physical and financial assets. a. True b. False 2. The primary purpose of the Balanced Scorecard is to obtain increased operating profits for the current year. a. True b. False 3. To achieve success, it is important to set nonfinancial objectives as well as financial objectives. a. True b. False 4. Different value propositions lead to different Balanced Scorecards. a. True b. False 5. A properly constructed Balanced Scorecard tells the story of a business units strategy.a. True b. False 6. Strategy is about selecting the set of activities in which the organization will excel to create a sustainable difference in the marketplace. a. True b. False 7. The vision and mission statement set the general direction for the organization. a. True b. False 8. To create the Balanced Scorecard, first measures are identified and then translated into objectives. a. True b. False 9. One valuable measure for the customer perspective of the Balanced Scorecard is market share. a. True b. False 10. The learning and growth perspective of the Balanced Scorecard evaluates the profitability of the strategy. a. True b. False 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 1 页，共 18 页 - - - - - - - - - - 2 11. Employee satisfaction is a measure of the internal business perspective of the Balanced Scorecard. a. True b. False 12. Success in the customer perspective of the Balanced Scorecard should lead to improvement in the financial perspective. a. True b. False 13. Key performance indicator scorecards that dont reflect a companys strategy can be just as effective as the Balanced Scorecard. a. True b. False 14. Key performance indicator cards will lead to local but not to global or strategic improvements. a. True b. False 15. Nonprofit and government organizations cannot use the Balanced Scorecard since financial performance is not their primary measurement. a. True b. False 16. Mission, rather than the financial perspective, drives the strategy of nonprofit and government organizations. a. True b. False 17. Balanced Scorecard measurements create focus for the future. a. True b. False 18. CEOs and senior leadership can effectively implement strategy by themselves. a. True b. False 19. Poor scorecard design, rather than a poor organizational process, is the biggest threat to successful Balanced Scorecard implementation. a. True b. False 20. If a Balanced Scorecard implementation team is really committed, they can initially develop the perfect scorecard. a. True b. False 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 2 页，共 18 页 - - - - - - - - - - 3 MULTIPLE CHOICE 21. Moving from the industrial age to the information age, companies need to: a. focus on the management of financial assets and liabilities b. make prudent investment in physical assets c. create value from their intangible assets as well as their physical and financial assets d. present an expanded section of intangible assets on their balance sheets 22. Many intangible assets: a. do not appear on the balance sheet since it is difficult to place a reliable financial value on them b. should be evaluated with ROI and other performance measures c. can be measured and managed with current financial control systems d. are unimportant because they have no physical substance 23. Intangible assets that are currently reported on the balance sheet include: a. loyal and profitable customer relations b. innovative products and services c. employee skills and motivation d. the cost of a patent giving exclusive rights to a process 24. The saying “what gets measured gets done” refers to measuring performance:a. so that appropriate disciplinary actions can be taken b. to ensure that employees perform equally in all dimensions of their jobs c. so that essential tasks get accomplished d. to ensure that the ethical code of conduct is also being enforced 25. The use of multiple-performance measures would be expected to lead to all of the following EXCEPT: a. more extensive use of financial measures such as cost and profit b. employees recognizing the various dimensions of their work c. the use of new performance measures such as customer satisfaction and employee morale d. group-level performance measures 26. Balanced Scorecard objectives are in balance when: a. debits equal credits b. financial performance measurements are less than the majority of measurements c. the measurements are fair d. the measurements reflect an improvement over the previous year 27. The Balanced Scorecard is said to be “balanced ” because it measures:a. short-term and long-term objectives b. financial and nonfinancial objectives c. internal and external objectives d. All of the above are correct. 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 3 页，共 18 页 - - - - - - - - - - 4 28. _ translate(s) an organizations mission, vision, and strategy into a comprehensive set of performance measures that provide the framework for implementing its strategy. a. Critical success factors b. The value proposition c. Objectives d. The Balanced Scorecard 29. Which of the following statements is NOT true of a good Balanced Scorecard? a. It tells the story of a companys strategy by articulating a sequence of cause-and-effect relationships. b. It helps to communicate corporate strategy to all members of the organization. c. It identifies all measures, whether significant or small, that help to implement strategy. d. It uses nonfinancial measures to serve as leading indicators of future financial performance. 30. Which of the following statements is NOT true of the Balanced Scorecard? a. Different strategies call for different scorecards. b. Successful implementation requires commitment and leadership from top management. c. Only objective financial measures should be used, and subjective nonfinancial measures should be avoided. d. Cause-and-effect linkages may not be precise and should evolve over time. 31. A strategy map provides direct cause-and-effect linkages between the: a. financial perspective and the learning and growth perspective b. financial perspective and the internal perspective c. customer perspective and the internal perspective d. customer perspective and the learning and growth perspective 32. A chain of cause-and-effect relationships that appropriately link the four balanced scorecard perspectives is: a. a high return on investment causes customer loyalty that results in skilled production workers that improve process quality b. skilled production workers help to produce process quality that results in customer loyalty that helps to increase return on investment c. customer loyalty results in a high return on investment that results in the ability to attract skilled production workers that improve process quality d. improved process quality results in a high return on investment that causes customer loyalty that results in the ability to attract skilled production workers 33. If a financial measure were growing revenues, then a driver from the customer perspective would MOST likely be: a. cross-selling other company products b. trained employees c. reduced cycle times d. innovative processes 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 4 页，共 18 页 - - - - - - - - - - 5 34. If a customer measure were customer loyalty, then a driver from the internal perspective would MOST likely be: a. implementing cutting-edge technology b. repeat sales c. high-quality production processes d. increased profits 35. If an internal measure were shorter cycle times, then a driver from the learning and growth perspective would MOST likely be to: a. lower cost of acquiring materials b. achieve just-in-time supplier capability c. offer a complete product line d. expand product offerings 36. Which of the following statements is true? a. Vision and mission set the general direction for the organization. b. Strategy is a concise, internally-focused statement of how the organization expects to complete and deliver value to customers. c. Mission is a concise, externally-focused statement that expresses how the organization wants to be perceived by the external world. d. Vision is about selecting the set of activities to create a sustainable difference in the marketplace. 37. The purpose of the Balanced Scorecard is BEST described as helping an organization: a. develop customer relations b. mobilize employee skills for continuous improvements in processing capabilities, quality, and response times c. introduce innovative products and services desired by target customers d. translate an organizations mission, vision, and strategy into a set of performance measures that help to implement the strategy 38. The FIRST step to successful Balanced Scorecard implementation is clarifying: a. the organizations mission, vision, and strategyb. who is the target customer c. the owner s expectations about the return on investmentd. the objectives of all four balanced scorecard measurement perspectives 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 5 页，共 18 页 - - - - - - - - - - 6 THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 39 AND 40. Stewart Corporation plans to grow by offering a sound system, the SS3000, which is superior and unique from the competition. Stewart believes that putting additional resources into R&D and staying ahead of the competition with technological innovations is critical to implementing its strategy. 39. Stewart s value proposition is: a. product innovation and leadership b. best total cost c. complete customer solutions d. employees recognizing customer needs 40. To further company strategy, measures on the Balanced Scorecard would MOST likely include: a. shorter cycle times b. manufacturing quality c. yield d. lowest cost supplier THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 41 AND 42. Riter Corporation manufactures water toys. It plans to grow by producing high-quality water toys at a low cost that are delivered in a timely manner. There are a number of other manufacturers who produce similar water toys. Riter believes that continuously improving its manufacturing processes and having satisfied employees are critical to implementing its strategy. 41. Riter s value proposition is: a. product innovation and leadership b. complete customer solutions c. employees recognizing customer needs d. best total cost 42. To further company strategy, measures on the balanced scorecard would MOST likely include: a. number of process improvements b. first to market c. longer cycle times d. number of new products 43. _ are (is) best stated as action phrases that articulate what the organization hopes to accomplish. a. Measures b. The value proposition c. Objectives d. The balanced scorecard 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 6 页，共 18 页 - - - - - - - - - - 7 44. _ describe(s) specifically how success in achieving objectives is determined. a. Measures b. The value proposition c. Targets d. The Balanced Scorecard 45. _ establish the level of performance or rate of improvement required for a measure. a. Critical success factors b. The value proposition c. The Balanced Scorecard d. Targets 46. Identify the BEST description below of the Balanced Scorecards financial perspective. To achieve our firms vision and strategy:a. How can we obtain greater profits for the current year? b. How should we appear to our shareholders? c. How will we obtain continuous improvements? d. How can we secure greater customer satisfaction? 47. Identify the BEST description of the Balanced Scorecards internal perspective. To achieve our firms vision and strategy:a. How do we lower costs? b. How do we motivate employees? c. How can we obtain greater profits? d. What must we excel at to satisfy our customers and shareholders? 48. All of the following questions relate to the Balanced Scorecards learning and growth perspective EXCEPT: a. How do we achieve greater employee satisfaction? b. How do we increase profits and return on capital? c. How do we provide information systems with updated technology? d. How will we sustain our ability to change and improve? 49. Identify the BEST description of the Balanced Scorecard s customer perspective. To achieve our firms vision and strategy:a. How do we obtain a greater market share? b. What do our noncustomers consider to be most important? c. What new processes do our customers value? d. How do we obtain outcomes that meet or exceed customer expectations? 50. The return-on-investment ratio is an example of a Balanced Scorecard measure of the: a. internal perspective b. customer perspective c. learning and growth perspective d. financial perspective 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 7 页，共 18 页 - - - - - - - - - - 8 51. The number of complaints about a product is an example of a Balanced Scorecard measure of the: a. internal perspective b. customer perspective c. learning and growth perspective d. financial perspective 52. Manufacturing cycle efficiency is an example of a Balanced Scorecard measure of the: a. internal perspective b. customer perspective c. learning and growth perspective d. financial perspective 53. Surveys of employee satisfaction is an example of a Balanced Scorecard measure of the: a. internal perspective b. customer perspective c. learning and growth perspective d. financial perspective 54. Measures of the Balanced Scorecards customer perspective include: a. market share b. number of on-time deliveries c. number of process improvements d. revenue growth 55. The following statements are true regarding the financial perspective EXCEPT: a. Financial performance can be improved through two basic approaches revenue growth and productivity. b. Financial objectives typically relate to profitability. c. A financial measure might be net income. d. A financial objective might be to offer low prices to satisfy and retain price-sensitive customers. 56. The following statements are true regarding the customer perspective EXCEPT: a. Customer satisfaction leads to customer retention b. A customer target might be to reduce cash expenses by 3%. c. Customer retention generally leads to increased customer profitability d. Success in the customer perspective should lead to improvement in the financial perspective. 57. It is useful to think of the internal business processes perspective of the Balanced Scorecard within four groupings that include all of the following EXCEPT: a. operating processes b. customer satisfaction processes c. innovation processes d. regulatory and social processes 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 8 页，共 18 页 - - - - - - - - - - 9 58. Managers for the learning and growth perspective of the Balanced Scorecard must invest in all of the following EX