Title: Management 8e. - Robbins and Coulter
1(No Transcript)
2What Is Control?
- Control
- The process of monitoring (supervising)
activities to ensure that they are being
accomplished as planned and of correcting any
significant (important) deviations (differences). - The Purpose of Control
- To ensure that activities are completed in ways
that lead to accomplishment of organizational
goals.
3Designing Control Systems
- Market Control
- Emphasizes the use of (external) market
mechanisms (processes) to establish the standards
used in the control system. - External measures price competition and relative
market share. - Bureaucratic Control
- Emphasizes organizational authority and relies
(depends) on rules, regulations, procedures, and
policies. - Clan Control
- Regulates (influences) behavior by shared values,
norms, traditions, rituals, and beliefs of the
firms culture.
4Designing Control Systems
- Depending on the shape and needs of the
organization, when a manager must decide on a
system of control, he/she might choose one of
these three approaches - Market Control Which analyses, focuses and
relies on the monitoring of market processes such
as price competition, sales figures, market
share, delivery periods, etc... - Bureaucratic Control Which analyses and focuses
on enforcement or implementation of rules,
regulations, procedures and policies of the
organization. - Clan Control Which analyses and focuses on
regulating activities, based on implications
(meanings) of the firm's Culture, such as values,
norms, traditions, rituals and beliefs that are
shared by members of the organization.
5Why Is Control Important?
- It is the final link in management functions and
the only way managers know whether organizational
goals are being met and, if not, the reasons why. - Planning-controlling link
- Controls let managers know whether their goals
and plans are on target and what future actions
to take. - Control and management
- Managers need to delegate (give) duties and
empower (authorize) employees to make decisions.
But because managers are responsible for
performance results, they need the feedback
mechanism (process) which is provided by the
control system.
6The PlanningControlling Link
Exhibit 19.2
7The Control Process
- The Process of Control
- Measuring actual performance.
- Comparing actual performance against a standard.
- Taking action to correct deviations (differences)
or inadequate (unsatisfactory) standards.
8The Control Process
Exhibit 19.3
9Measuring How and What We Measure
- Sources of Information
- Personal observation
- Statistical reports
- Oral reports
- Written reports
- Control Criteria
- Employees
- Satisfaction
- Turnover
- Absenteeism
- Budgets
- Costs
- Output
- Sales
- What we measure is more critical to the control
process than how we measure - -- The selection of wrong criteria can result in
serious consequences - -- What we measure determines what people in the
organization will attempt to excel at (to
improve).
10Common Sources of Information for Measuring
Performance
11Comparing
- Determining the degree of variation between
actual performance and the standard. - It is critical to determine the acceptable range
of variation. - The size (large or small) and direction (over or
under) of the variation from the standard
(forecast or budget).
12Defining the Acceptable Range of Variation
Exhibit 19.4
13Sales Performance Figures for July, Eastern
States Distributors
Exhibit 19.5
14Taking Managerial Action
- Courses of Action
- Do nothing
- Only if deviation is judged to be insignificant
(minor). - Correct actual performance
- Immediate corrective action to correct the
problem at once. - Basic corrective action looks at how and why
performance has deviated and corrects the source
of the deviation. - Possible corrective actions
- Change strategy, structure, compensation scheme,
or training programs redesign jobs or fire
employees.
15Taking Managerial Action
- Courses of Action
- Revising the standard
- Examining the standard to ascertain (check)
whether or not the standard is realistic, and
achievable. - Resetting goals that may have been too high or
too low.
16Managerial Decisions in the Control Process
Exhibit 19.6
17Types of Control
- Feedforward Control
- Focuses on preventing anticipated problems before
they occur. - It takes place before the actual work activity.
- Concurrent (simultaneous) Control
- It takes place while a work activity is in
progress. - Direct supervision management by walking around.
- The manager concurrently monitors actions and
corrects problems as they occur.
18Types of Control
- Feedback Control
- Takes place after a work activity is done
(after-the-fact). - A major drawback (disadvantage) is that by the
time the manager has the information, the
problems have already occurred. At this point,
the managers only option is to try and correct
the situation. - Advantages of feedback
- Feedback provides managers with information on
the effectiveness of their planning efforts. - Feedback enhances employee motivation by
providing them with information on how well they
are doing.
19Types of Control
Exhibit 19.7
20Types of Control
- Contingency Factors in Control
- These factors include
- Size of the organization
- Ones position in the organizational hierarchy
- Degree of decentralization
- Organizational culture
- Importance of a work activity
21Types of Control
- Contingency factors in Control
- The size of the organization
- A small organization relies more on informal and
personal control approaches. Larger
organizations rely on formal control systems and
highly formalized feed-forward and feedback
controls. - Ones position in the organizational hierarchy
- Lower level jobs have clearer definitions of
performance. The higher up one moves in the
hierarchy, the greater the need for multiple
(many) sets of control criteria.
22Types of Control
- Contingency factors in Control
- The degree of decentralization
- The greater the degree of decentralization, the
more managers need feedback on employees
decisions and performance. Because managers are
ultimately (in the end) responsible, they want
assurances that their employees actions are
effective and efficient. - The organizational culture
- In a culture of trust, autonomy (independence)
and openness, we can expect to find informal
self-control. In another of fear, reprisal and
mistrust, we find externally imposed (enforced)
and formal control systems.
23Types of Control
- Contingency factors in Control
- The importance of a work activity
- The degree of importance of a work activity
influences (determines) whether, and how, it will
be controlled. If an error can be highly
damaging to the organization, extensive controls
are likely to be implemented.
24The Controller and Control
- The job of the controller
- The controller is the staff person who assists
managers with the controlling function by
gathering (collecting) information and generating
(developing) reports. - In smaller organizations, managers may themselves
gather this information and develop reports. In
medium-sized to large companies, the controller
handles this work.
25The Controller and Control
- The job of the controller
- The controller is responsible for generating
information managers need to exercise the control
function. He/she usually works with information
about - Profits
- Revenues (income taxation)
- Costs
- Investments
- Discretionary (undetermined) expenses.
26The Controller and Control
- How Much Control is Needed?
- The process of comparing the cost of an activity
with the expected benefit of implementing the
activity is called cost-benefit analysis. - Control activities should be implemented if the
expected benefits of such activities exceed (are
greater than) the cost of these activities.
27Power and Control
- Power
- The degree to which an individual is able to
influence others so that they respond to orders. - The greater this ability, the more power an
individual is said to have. - Orders given by a manager may or may not be
followed precisely (exactly), depending on how
much power the manager has over others.
28Power and Control
- Total Power
- The total power a manager has is made up of two
different kinds of power. - Position power Power derived (gained) from the
organizational position a manager holds. - Personal power Power derived (gained) from a
managers relationship with others.
29Power and Control
- Increasing Total Power
- Managers can increase their total power by
enhancing (increasing) their position power,
their personal power or both. - Importance of developing personal power
- Trying to control others solely on the basis of
ones position simply does not work. - Not many will passively accept and completely
obey a constant stream of orders from someone
just because he/she is the boss.
30Power and Control
- Increasing Personal Power
- To increase personal power managers should
encourage and develop these beliefs and attitudes
in other organization members. - A sense of obligation toward the manager.
- A belief that the manager possesses a high level
of expertise. - A sense of identification with the manager.
- The perception that they are dependent on the
manager.
31Increasing Personal Power
- A sense of obligation toward the manager Do
personal favors for people. - A belief that the manager possesses a high level
of expertise Quietly make your achievements
visible to others, build up a successful track
record and a solid professional reputation. - A sense of identification with the manager
Behave (act) in ways that other members respect
share their goals, values and ideals. - The perception that they depend on the manager
Convey (make known) the amount of authority you
have over organizational resources such as
salaries and bonuses. The Golden Rule He who
has the gold makes the rules.
32Performing the Control function
- Barriers to Successful Controlling
- Long-Term Versus Short-Term Production Quotas
(numbers). - E.g. To ensure that performance meets the
production quotas (numbers) in the short term,
machines might be pushed hard for a higher
output, by managerial decision. This kind of
action could prevent the machines to be serviced
properly, cause them to deteriorate, and make it
impossible to meet long-term production standards.
33Performing the Control function
- Barriers to Successful Controlling
- Employee Frustration (disappointment) and Morale
(team spirit). - Worker morale tends to be low when management
exerts too much control and will not allow them
the freedom they need to do a good job.
34Performing the Control function
- Barriers to Successful Controlling
- Filing of Reports.
- Employees may feel pressured (obliged, compelled)
to falsify (cheat on) reports so that corrective
action concerning their organizational unit will
not be drastic (forceful) or too severe (strong).
35Performing the Control function
- Barriers to Successful Controlling
- Perspective (view) of Organization units.
- Managers must remember to consider any corrective
action not only in relation to the specific
activity being controlled, but also in relation
to its effect on all other organizational units.
36Performing the Control function
- Barriers to Successful Controlling
- Means (method) Versus Ends (goals).
- Managers must keep in mind that the information
gathering and report generating in the control
process can be costly (expensive), and should
only be justified (acceptable) if those
activities yield (provide) benefits that exceed
the cost of performing them.
37Performing the Control function
- Making Controlling Successful
- To make the control process more effective,
managers should consider the following factors. - Specific organizational activities being focused
on. - Different kinds of organizational goals.
- Timely (prompt) corrective action.
- Communication of the mechanics (procedure) of the
control process.
38Performing the Control function
- Making Controlling Successful
- Specific organizational activities being focused
on. - Managers must make sure the various aspects of
the control process are appropriate for the
control activity that is being carried out
(executed). - E.g. Standards of measurements concerning line
workers productivity are different from
standards of measurements concerning a vice
presidents performance.
39Performing the Control function
- Making Controlling Successful
- Different Kinds of Organizational Goals.
- The control process can be applied to many
different facets (aspects) of organizational
life. Each of these facets must be considered to
provide maximum benefit from controlling.
40Performing the Control function
- Making Controlling Successful
- Timely Corrective Action.
- Managers should take the corrective action as
promptly as possible to ensure that the situation
depicted (shown) by the control process has not
changed.
41Performing the Control function
- Making Controlling Successful
- Communication of the Mechanics (procedure) of the
Control Process. - All individuals involved in controlling must have
a working knowledge of how the control operates.
42Contemporary Issues in Control
- Cross-Cultural Issues
- In technologically advanced nations , managers
use indirect control devices -- computer
generated reports and analyses -- in addition to
standardized rules and direct supervision to
ensure that work activities are going as planned. - In less technologically advanced countries,
managers tend to rely more on direct supervision
and highly centralized decision making for
control.
43Contemporary Issues in Control
- Workplace Concerns
- Workplace privacy
- Employee theft
- Workplace violence
44Contemporary Issues in Control
- Workplace Concerns
- Workplace privacy versus workplace monitoring
- Many companies monitor employee usage of E-mail,
telephone, computer, and Internet. - Concerns about offensive messages, inappropriate
images displayed on workers computer screens,
racial and sexual harassment (mistreatment,
annoyance) including leaking (telling) of company
secrets are reasons for workplace monitoring.
45Types of Workplace Monitoring by Employers
Internet use 54.7 Telephone use 44.0 E-mail
messages 38.1 Computer files 30.8 Job
performance using video cameras 14.6 Phone
conversations 11.5 Voice mail messages 6.8
Source Based on S. McElvoy, E-Mail and Internet
Monitoring and the Workplace Do Employees Have a
Right to Privacy? Communications and the Law,
June 2002, p. 69.
Exhibit 19.9
46Contemporary Issues in Control
- Workplace Concerns
- Employee theft
- The unauthorized taking of company property by
employees for their personal use. - Fraudulent (dishonest) filing of expense reports.
- Removing equipment, parts, software, and office
supplies from company premises. - We can use the concept of feedforward,
concurrent, and feedback control (see slide 46)
to identify measures for reducing employee theft.
47Control Measures for Employee Theft or Fraud
Sources Based on A.H. Bell and D.M. Smith.
Protecting the Company Against Theft and Fraud,
Workforce Online (www.workforce.com) December 3,
2000 J.D. Hansen. To Catch a Thief, Journal of
Accountancy, March 2000, pp. 4346 and J.
Greenberg, The Cognitive Geometry of Employee
Theft, in Dysfunctional Behavior in
Organizations Nonviolent and Deviant Behavior,
eds. S.B. Bacharach, A. OLeary-Kelly, J.M.
Collins, and R.W. Griffin (Stamford, CT JAI
Press, 1998), pp. 14793.
Exhibit 19.10
48Contemporary Issues in Control
- Workplace Concerns
- Workplace violence
- Anger, rage, and violence in the workplace is
affecting employee productivity. - Factors contributing to workplace violence
include employee stress caused by rising layoffs
(firings), long working hours, unrealistic
deadlines and uncaring managers. - The competitive demands of succeeding in a global
economy put pressure on organizations and
employees in many ways. - We can use the concept of feedforward,
concurrent, and feedback control (see slide 49)
to identify actions for managers.
49Workplace Violence
Witnessed yelling or other verbal
abuse 42 Yelled at co-workers themselves 29 Crie
d over work-related issues 23 Seen someone
purposely damage machines or furniture 14 Seen
physical violence in the workplace 10 Struck a
co-worker 2
Source Integra Realty Resources,
October-November Survey of Adults 18 and Over, in
Desk Rage. BusinessWeek, November 20, 2000, p.
12.
Exhibit 19.11
50Control Measures for Deterring or Reducing
Workplace Violence
Sources Based on M. Gorkin, Five Strategies and
Structures for Reducing Workplace Violence,
Workforce Online (www.workforce.com). December 3,
2000 Investigating Workplace Violence Where Do
You Start? Workforce Online (www.forceforce.com),
December 3, 2000 Ten Tips on Recognizing and
Minimizing Violence, Workforce Online
(www.workforce.com), December 3, 2000 and
Points to Cover in a Workplace Violence Policy,
Workforce Online (www.workforce.com), December 3,
2000.
Exhibit 19.12
51C H A P T E R R E V I E W 1/6
- What Is Control and Why Is It Important?
(slides 25) - Define control.
- Contrast the three approaches to designing
control systems. - Discuss the reasons why control is important.
- Explain the planning-controlling link.
- What is the role of control in management?
52C H A P T E R R E V I E W 2/6
- The Control Process (slides 7, 911, 14, 15)
- Describe the three steps in the control process.
- Name four methods managers can use to acquire
information about actual performance. - Explain why what is measured is more critical
than how its measured. - Explain the three courses of action managers can
take in controlling.
53C H A P T E R R E V I E W 3/6
- Types of Control (slides 17, 18, 2023)
- Contrast feedforward, concurrent, and feedback
controls. - What types of contingency factors will affect
the design of an organizations control system? - The controller and Control (slides 2426)
- What is a controller?
- What would a typical job description for a
controller include? - How are cost-benefit analysis and controlling
related?
54C H A P T E R R E V I E W 4/6
- Power and Control (slides 2731)
- What is power?
- Discuss the relationship between power and
control. - What is total power?
- Define position power.
- Define personal power.
- How can managers increase their total power?
- What steps can managers take to increase personal
power?
55C H A P T E R R E V I E W 5/6
- Performing the Control Function (slides 3241)
- Discuss long- and short-term production quotas as
barriers to controlling - How can employee frustration and morale be
barriers to controlling? - How can filing reports be a barrier to
controlling? - How can the perspective of organization members
affect controlling? - Discuss means versus ends as a factor affecting
controlling. - What tactics can managers use to make controlling
successful?
56C H A P T E R R E V I E W 6/6
- Contemporary Issues in Control (slides 4244,
46, 48) - 28) Describe how managers may have to adjust
controls for cross-cultural differences. - Discuss the types of workplace concerns
managers face and how they can address those
concerns.