Week 10 - foundations of control Flashcards
explain the controlling function steps
set standards
measure performance
compare performance with standards
take corrective action
define control
The management function that involves monitoring activities to ensure that they’re being accomplished as planned and correcting any significant deviations.
why is control important?
Monitors plans
Empowers employees through plans and feedback
Protects the business and the workplace
explain the plan controlling link steps and stage
planning: goals objectives strategies plans
organising:
structure
HRM management
Leading: motivation leadership communication individual and group behaviour
Controlling: standards measurements comparison actions
define the 3 steps in the control process
- measure
- compare
- act
see slide 8
criteria for measurement
What managers measure is probably more important to the control process than how they measure.
Control criteria applicable to any management situation: Direct the activities of others Employee satisfaction Turnover and absenteeism rates Budgets Costs Production rates
Managerial Action to Correct Deviations or Address Inadequate Standards
- Managers can choose among 3 possible courses of action
Do nothing
Correct actual performance
Revise the standards
Discuss the types of controls organisations and managers use
> When Should Managers Control?
BEFORE = Feedforward Control
DURING = Concurrent Control
AFTER = Feedback Control
see slide for pic 12
Discuss the types of controls organisations and managers use (information controls)
Management information system (MIS):
A system used to provide management with needed information on a regular basis
Managers deal with information controls
As a tool to help them control other organisational activities
As an organisational area they need to control
Balanced Scorecard Control of Organisational Performance
The balanced scorecard approach is a way to evaluate organisational performance from more than just the financial perspective. Traditionally, a balanced scorecard looked at four areas that contribute to a company’s performance: Financial Customer Internal processes People/innovation/growth assets
What Contemporary Control IssuesDo Managers Confront?
Employee performance Cultural differences Workplace technology Employee theft Workplace conflict
controlling employee theft
see slide 18
define conflict
Perceived differences resulting in interference or opposition
define the traditional view of conflict
The view that all conflict is bad and must be avoided
define human relations view of conflict
The view that conflict is natural and inevitable and has the potential to be a positive force
define interactionist view of conflict
The view that some conflict is necessary for an organisation to perform effectively
define functional conflicts
Conflict that’s constructive and supports an organisation’s goals
define dysfunctional conflict
Conflict that’s destructive and prevents an organisation from achieving its goals
define task conflict
Conflict that relates to the content and goals of work
define relationship conflict
Conflict that focuses on interpersonal relationships
define process conflict
Conflict that refers to how the work gets done
explain different type of workplace conlifct that need to be controlled
Conflict: Perceived differences resulting in interference or opposition
Traditional view of conflict: The view that all conflict is bad and must be avoided
Human relations view of conflict: The view that conflict is natural and inevitable and has the potential to be a positive force
Interactionist view of conflict: The view that some conflict is necessary for an organisation to perform effectively
Functional conflicts: Conflict that’s constructive and supports an organisation’s goals
Dysfunctional conflicts: Conflict that’s destructive and prevents an organisation from achieving its goals
Task conflict: Conflict that relates to the content and goals of work
Relationship conflict: Conflict that focuses on interpersonal relationships
Process conflict: Conflict that refers to how the work gets done
conflict managers options (strategies)
Avoidance - conflict is trivial, emotions are high and time is needed to cool them down, or when potential diruptopn from an assertive action outweighs the benefits of resolution
Accomodation - Issue under dispute isn;t that important to you or you want to build up credits for later issues
Forcing - Quick resolution needed on important issues that require unpopular actions to be taken
Compromise - conflicting parties are about equal in power, it is desirable to achieve a temporary solution to a couplex issue or time pressures demand an expedient solution
Collaboration - time pressures are minimal, all parties want a win win solution and the issue is too important to be compromised
explain control of employee behaviour
Theory X versus Theory Y managers
Dysfunctional effects (e.g. micro-managing)
Clan control (group coercion, group think)
Hidden control (IT)
The panopticon
