At the end of each workday, some workers will be called to stand on the footprints to criticize themselves for making some errors during the day, and the best employees will stand inside the squares to offer insights on their good work. This is an example of:

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Restating the scenario helps frame the concept: at the end of each workday, workers review errors and highlight good performance, using the outcomes of the day to influence future actions. This is a postoperative, evaluative process that informs adjustments after the fact.
Option a: Financial Control. This term typically relates to budgeting, cost tracking, and monetary measures to manage resources, not to evaluating daily performance or providing feedback for behavioral corrections.
Option b: Feedback Control. This category exactly aligns with the description: after activities have occurred, information about actual performance is compared to standards, and insights are used to correct future behavior. The daily critique and highlighting of good work exemplify using past results to regulate future actions.
Option c: Informational Control. This would concern controlling information flow, access, or dissemination within an organization, rather than evaluating and steering behavior based on performance outcomes.
Option d: Feedforward Control. This involves anticipatory actions taken before a process or activity to prevent problems, rather than correcting after the fact based on results.
Option e: Concurrent Control. This type of control monitors and adjusts processes in real time as they occur, whereas the scenario describes post-event reflection rather than real-time intervention.
In summary, the described routine focuses on post-action evaluation and using that information to guide future performance, which is characteristic of Feedback Control rather than the other control types.

MCD2040 - T1 - 2025 Week 5 Quiz 2

At the end of each workday, some workers will be called to stand on the footprints to criticize themselves for making some errors during the day, and the best employees will stand inside the squares to offer insights on their good work. This is an example of:

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