chap18-management

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,18-,*, Prentice Hall, 2002,Chapter 18,Foundations,Of,Control, Prentice Hall, 2002,18-,1,1,18-,Learning Objectives,You should learn to:,Define control,Describe,the three approaches to control,Explain why control is important,Describe,the control process,Distinguish among,the three types of control,Describe the qualities of an effective control system, Prentice Hall, 2002,18-,2,2,18-,Learning Objectives (cont.),You should learn to:,Discuss,the contingency factors,that influence the design of an organizations control system,Identify how controls need to be adjusted for cultural differences,Explain how three contemporary issues - workplace privacy, employee theft, and workplace violence - affect control, Prentice Hall, 2002,18-,3,3,18-,What Is Control?,Control,the process of monitoring activities to ensure that they are being accomplished as planned and of correcting significant deviations,control systems are judged in terms of how well they facilitate goal achievement,market control,- emphasizes the use of external market mechanisms to establish standards of performance,useful,where products and services are distinct,useful where marketplace competition is considerable,divisions turned into profit centers and judged by the percentage of total corporate profits each contributes, Prentice Hall, 2002,18-,4,4,18-,What Is Control? (cont.),Control,bureaucratic control,- emphasizes organizational authority,relies on administrative rules, procedures, and policies,depends on standardization of activities, well-defined job descriptions, and other administrative mechanisms,clan control,- behavior regulated by,shared values,traditions, and,other aspects of organizational culture,dependent on individual and group to identify expected behaviors and performance measures,found where teams are common and technology changes often, Prentice Hall, 2002,18-,5,5,18-,Why Is Control Important?,Control is the Final Link in the Management Process,provides the critical link back to planning,only way managers know whether organizational goals are being met,Permits Delegation of Authority,fear that employees will do something wrong for which the manager will be held responsible,provides information and feedback on employee performance, Prentice Hall, 2002,18-,6,6,18-,Structure,Human Resource,Management,Organizing,The Planning-Controlling Link,Standards,Measurements,Comparisons,Actions,Controlling,Goals,Objectives,Strategies,Plans,Planning,Motivation,Leadership,Communication,Individual and,Group Behavior,Leading, Prentice Hall, 2002,18-,7,7,18-,The Control Process, Prentice Hall, 2002,18-,8,8,18-,The Control Process,Background,controlling is a three-step process,assumes that performance standards already exist,specific goals are created in the planning process,Measuring,How We Measure,personal observation,- permits intensive coverage,Management By Walking Around,(MBWA),drawbacks - subject to personal biases,consumes a great deal of time,suffers from obtrusiveness, Prentice Hall, 2002,18-,9,9,18-,The Control Process (cont.),Measuring (cont.),How We Measure,(cont.),statistical reports,- numerical data are easy to visualize and effective for showing relationships,drawbacks - not all operations can be measured,important subjective factors may be ignored,oral reports,- includes meetings, telephone calls,may be best way to control work in a virtual environment,technology permits creation of written record from oral report,drawbacks - filtering of information, Prentice Hall, 2002,18-,10,10,18-,The Control Process (cont.),How We Measure (cont.),written reports,- often more comprehensive and concise than oral reports,usually easy to file and,retrieve,（,重新得到,）,comprehensive control efforts should use all four approaches, Prentice Hall, 2002,18-,11,11,18-,What We Measure,what we measure more critical than how we measure,control criteria,applicable to any management situation:,employee satisfaction, absenteeism, and turnover,keeping costs within budgets,control system needs to recognize the diversity of activities,some activities difficult to measure in quantifiable terms,most activities can be grouped into some objective segments that can be measured,when objective measures are not available, should rely on subjective measures,The Control Process (cont.), Prentice Hall, 2002,18-,12,12,18-,The Control Process (cont.),Comparing,determines the degree of variation between actual performance and standard,acceptable range of variation,- deviations that exceed this range become significant, Prentice Hall, 2002,18-,13,13,18-,Defining The Acceptable Range Of Variation,Acceptable,Upper Limit,Standard,Acceptable,Lower Limit,Measurement of Performance,Acceptable,Range of,Variation,t,t+1,t+2,t+3,t+4,t+5,Time Period (t), Prentice Hall, 2002,18-,14,14,18-,Sales Performance Figures For July, Eastern States Distributors,Brand,Heineken,Molson,Irish Amber,Victoria Bitter,Labatts,Corona,Amstel,Light,Dos,Equis,Tecate,Total cases,Standard,*,1,075,630,800,620,540,160,225,80,170,4,300,Actual,*,913,634,912,622,672,140,220,65,286,4,464,Over (under),*,(162),4,112,2,132,(20),(5),(15),116,164,* hundreds of cases, Prentice Hall, 2002,18-,15,15,18-,The Control Process (cont.),Taking Managerial Action,Correct Actual Performance,- action taken when the performance variation is unsatisfactory,immediate corrective action,- corrects problems at once to get performance,back on track,basic corrective action,- identifies reason for performance variation,corrects the source of variation,Revise,（,修订）,the Standard,- variance results from an unrealistic standard,standard, not performance, needs correction,troublesome to revise the standard downward, Prentice Hall, 2002,18-,16,16,18-,Managerial Decisions in the Control Process, Prentice Hall, 2002,18-,17,17,18-,Types Of Control,Feedforward,Control,prevents anticipated problems,most desirable type of control,requires timely and accurate information that often is difficult to get,Concurrent Control,takes place while activity is in progress,corrects problem before it becomes too costly,best-known form is direct supervision, Prentice Hall, 2002,18-,18,18,18-,Feedback Control,takes place after the activity is done,problems may already have caused damage or waste,the most popular type of control,feedback may be only viable form of control available,feedback has two advantages,provides meaningful information on the effectiveness of planning,can enhance employee motivation,Types of Control (cont.), Prentice Hall, 2002,18-,19,19,18-,Types Of Control,Input,Output,Processes,Anticipates,problems,Feedforward,Control,Corrects,problems after,they occur,Feedback,Control,Corrects,problems as,they happen,Concurrent,Control, Prentice Hall, 2002,18-,20,20,18-,Flexibility,Qualities Of An Effective Control System,Strategic,Placement,Understandability,Reasonable,Criteria,effective,control,system,Timeliness,Multiple,Criteria,Corrective,Action,Accuracy,Economy,Emphasis on,Exceptions, Prentice Hall, 2002,18-,21,21,18-,Contingency Factors in the Design of Control Systems, Prentice Hall, 2002,18-,22,22,18-,Adjusting Controls for Cultural Differences,methods of controlling people and work,can be quite different in other countries,differences are most marked in the measurement and corrective action steps,in,technologically advanced nations, controls are indirect,in,less technologically advanced nations, controls are more direct,laws in different countries,provide different constraints on corrective action,data used for controlling,may not be comparable in different countries,Implications For Managers, Prentice Hall, 2002,18-,23,23,18-,Workplace Privacy,employers have the right to monitor employee communications, examine employee computers and files, and use surveillance cameras,reasons for monitoring include prevention of:,recreational on-the-job Web surfing,creation of hostile work environments with e-mail,security leaks of critical information,Electronic Communications Privacy Act,- 1986,prohibits unauthorized interception of electronic communication,workplace electronic monitoring is still legal,Contemporary Issues In Control, Prentice Hall, 2002,18-,24,24,18-,Contemporary Issues In Control (cont.),Workplace Privacy,(cont.),companies are developing and enforcing workplace monitoring policies,develop unambiguous computer usage policy,inform employees that computers may be monitored,provide clear guidelines on acceptable use of company e-mail system and the Web, Prentice Hall, 2002,18-,25,25,18-,Workplace Monitoring,Track telephone calls (numbers and time spent)39%,Store and review employee e-mail messages27%,Store and review computer files21%,Log computer time and keystrokes entered15%,Record and review telephone conversations11%,Store and review voice-mail messages 6%, Prentice Hall, 2002,18-,26,26,18-,Contemporary Issues In Control (cont.),Employee Theft,unauthorized taking of company property by employees for their personal use,is an,escalating,problem in all types of organizations,different proposals to explain employee theft,industrial security,- opportunity presents itself due to lack of controls and favorable circumstances,criminology - people have financial-based pressures or vice-based pressures,clinical,psychology - people are able to rationalize any type of behavior, Prentice Hall, 2002,18-,27,27,18-,Control Measure for Deterring or Reducing Employee Theft or Fraud, Prentice Hall, 2002,18-,28,28,18-,Contemporary Issues In Control (cont.),Workplace Violence,many factors contribute to workplace violence including:,employee work driven by time, numbers, and crises,rapid and unpredictable change,destructive communication style of manager,authoritarian leadership,defensive attitude,double standards,unresolved grievances,emotionally troubled employees,repetitive, boring work, Prentice Hall, 2002,18-,29,29,18-,Contemporary Issues In Control (cont.),Workplace Violence (cont.),contributing factors (cont.),faulty or unsafe equipment,hazardous work environment,culture of violence, Prentice Hall, 2002,18-,30,30,18-,Workplace Violence,Witnessed yelling and other verbal abuse42%,Yelled at coworkers themselves29%,Cried over work-related issues23%,Seen someone purposely damage machinesor furniture14%,Seen physical violence in the workplace10%,Struck a coworker 2%, Prentice Hall, 2002,18-,31,31,18-,