Académique Documents
Professionnel Documents
Culture Documents
Chapter
Learning Objectives
After studying the chapter, you should be able to:
Define organizational control, and describe the four steps of the control process. Identify the main output controls, and discuss their advantages and disadvantages as means of coordinating and motivating employees. Identify the main behavior controls, and discuss their advantages and disadvantages as means of coordinating and motivating employees. Explain the role of organizational culture in creating an effective organizational architecture.
82
What Is Control?
Controlling
The process whereby managers monitor and regulate how efficiently and effectively an organization and its members are performing the activities necessary to achieve organizational goals.
Involves monitoring and evaluating organizational strategy and structure to assess whether there is a need for change to improve the firms competitive performance.
83
Organizational Control
Managers must monitor and evaluate:
Is the firm efficiently converting inputs into outputs? Are units of inputs and outputs measured accurately? Is product quality improving? Is the firms quality competitive with other firms? Are employees responsive to customers? Are customers satisfied with the services offered? Are our managers innovative in outlook? Does the control system encourage risk-taking?
84
Figure 10.1
86
87
Types of Control
Feedforward Controls
Used in the input stage of the process. Anticipates problems before they arise. Example: Giving rigorous specifications to suppliers to avoid quality problems with inputs.
Concurrent Controls
Give immediate feedback on how inputs are converted into outputs. Allows correction of problems as they arise Managers can see that a machine is becoming out of alignment and adjust/fix it.
88
Customers reactions to products are used to take corrective action in the future.
89
Figure 8.2
810
811
Standards must be consistent with the organizations strategy (i.e., for a low cost strategy, standards should be focused closely on reducing costs).
812
813
Figure 8.3
815
816
817
Net profit before taxes Return on investment Total assets Sales revenues - cost of goods sold Gross profit margin Sales revenues
Liquidity Ratios
819
Profit before interest and taxes Times - covered ratio Total interest charges
Activity Ratios Cost of goods sold Inventory turnover Inventory
Output Control
Organizational Goals
Each division within the firm is given specific goals that must be met in order to attain overall organizational goals. Goals should be specific and difficult, but not impossible, to achieve (stretch goals). Goal setting and establishing output controls are management skills that are developed over time.
821
Figure 10.4
822
823
Each division is evaluated on its own budgets for cost, revenue or profit.
Managers are evaluated by how well they meet goals for controlling costs, generating revenues, or maximizing profits while staying within their budgets.
824
Behavior Control
Direct Supervision
Managers who directly manage can teach, reward, lead by example, and take corrective action as needed. Can be very expensive since only a few workers can be personally managed by one manager and many managers are needed. Close supervision demotivates workers who desire less scrutiny and more autonomy, causing them to avoid responsibility. Direct supervision is difficult to do effectively in complex job settings.
826
Management by Objectives
Management by Objectives (MBO)
A goal-setting process in which managers and subordinates negotiate specific goals and objectives for the subordinate to achieve and then periodically evaluate their attainment of those goals. Specific goals are set at each level of the firm. Pay raises and promotions are tied to goal attainment. Teams are also measured with goals and performance measured for the team.
827
828
829
Organizational Culture
Organizational Culture
The set of internalized values, norms, standards of behavior, and common expectations that control the ways in which individuals and groups in an organization interact with each other and work to achieve organizational goals.
830
Clan Control
Clan Control
The control through the development of an internal system of values and norms.
Both culture and clan control accept the norms and values as their own and then work within them.
Examples: Work dress styles, normal working hours, pride taken in work. These methods provide control where output and behavioral control does not work. Strong culture and clan control help worker to focus on 831 the organization and enhance its performance.
Figure 8.5
832
833
Norms
Unwritten, informal rules or guidelines that prescribe appropriate behavior in particular situations.
Having norms and values that are suited to the organizations environment is important.
834
835
Rite of integration : building common bonds with annual office parties and outings or celebrations for meeting organizational performance goals.
Rites of enhancement : enhancing worker commitment to values through promotion ceremonies and awards dinners. 837
839
840