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The document discusses the principles of organizational control. It begins by defining control as the process of monitoring, comparing, and correcting work performance. It then outlines the three steps in the control process: 1) measuring actual performance, 2) comparing actual performance against standards, and 3) taking action to correct deviations. Finally, it discusses how organizational performance is measured using metrics like productivity, effectiveness, and financial ratios.

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55 views

English Case

The document discusses the principles of organizational control. It begins by defining control as the process of monitoring, comparing, and correcting work performance. It then outlines the three steps in the control process: 1) measuring actual performance, 2) comparing actual performance against standards, and 3) taking action to correct deviations. Finally, it discusses how organizational performance is measured using metrics like productivity, effectiveness, and financial ratios.

Uploaded by

Afsana Karim
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Agenda

Chapter 18 Foundations of Control


Principles of Management

Explain the nature and importance of control Describe the three steps in the control process Explain how organizational performance is measured Describe tools used to measure organizational performance Discuss contemporary issues in control

What Is Control?

Why Is Control Important?


Controlling - the process of monitoring, comparing, and correcting work performance. The Purpose of Control

As the final link in management functions:


Planning

To ensure that activities are completed in ways that lead to the accomplishment of organizational goals.

Controls let managers know whether their goals and plans are on target and what future actions to take. Control systems provide managers with information and feedback on employee performance. Controls enhance physical security and help minimize workplace disruptions.

Empowering employees

Protecting the workplace


Exhibit 18-1: Planning-Controlling Link

What is the Control Process?


Control process - a three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards.

The Control Process


Exhibit 18-2: The Control Process

The Process of Control


Measuring actual performance Comparing actual performance against a standard Taking action to correct deviations or inadequate standards

Measuring: How and What We Measure


Exhibit 18-3: Sources of Information for Measuring Performance

Sources of Information (How)


Control Criteria (What)


Employees

Personal observation Statistical reports Oral reports Written reports

Satisfaction Turnover Absenteeism Costs Output Sales

Budgets

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Comparing Actual Performance Against the Standard

Exhibit 18-4: Acceptable Range of Variation

Determining the degree of variation between actual performance and the standard Range of variation - the acceptable parameters of variance between actual performance and the standard.

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Taking Managerial Action


Exhibit 18-6: Managerial Decisions in the Control Process

Immediate corrective action - corrective action that corrects problems at once in order to get performance back on track. Basic corrective action - corrective action that looks at how and why performance deviated before correcting the source of deviation.

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What Is Organizational Performance?


Measures of Organizational Performance


Performance - the end result of an activity. Organizational performance - the accumulated results of all the organizations work activities.

Productivity - the amount of goods or services produced divided by the inputs needed to generate that output. Organizational effectiveness - a measure of how appropriate organizational goals are and how well those goals are being met.

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Exhibit 18-7: Popular Industry and Company Rankings

Exhibit 18-7: Popular Industry and Company Rankings (cont.)

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Types of Control

Exhibit 18-8: Types of Control

Feed forward control - control that takes place before a work activity is done. Concurrent control - control that takes place while a work activity is in progress.

Management by walking around - a term used to describe when a manager is out in the work area interacting directly with employees.

Feedback control - control that takes place after a work activity is done.
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Financial Controls

Exhibit 18-9: Popular Financial Ratios

Traditional Controls

Ratio analysis

Liquidity Leverage Activity Profitability Quantitative standards Deviations

Budget Analysis

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Exhibit 18-9: Popular Financial Ratios (cont.)

What is the Balanced Scorecard?


Balanced scorecard - a performance measurement tool that examines more than just the financial perspective.

Measures a companys performance in four areas:


Financial Customer Internal processes People/innovation/growth assets

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Information Controls

Benchmarking of Best Practices


Management information system (MIS) - a system used to provide management with needed information on a regular basis.

Data - an unorganized collection of raw, unanalyzed facts (e.g., an unsorted list of customer names). Information - data that has been analyzed and organized such that it has value and relevance to managers.

Benchmarking - the search for the best practices among competitors or noncompetitors that lead to their superior performance. Benchmark - the standard of excellence to measure and compare against.

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Exhibit 18-10: Suggestions for Internal Benchmarking

Terms to Know

controlling market control bureaucratic control control process range of variation immediate corrective action basic corrective action performance organizational performance

productivity organizational effectiveness feed forward control concurrent control management by walking around feedback control economic value added (EVA) market value added (MVA)

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Assignments

In your own words, write down three things you learned in this chapter about being a good manager. Case Assignment

Baggage Blunders (Case Application 2, pp.539540)

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