? ? ? Ch.10 ?? Foundations of Control - PowerPoint PPT Presentation

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? ? ? Ch.10 ?? Foundations of Control

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Ch.10 Foundations of Control Managing only for profit is like playing tennis with your eyes on the scoreboard and not on the ball. – PowerPoint PPT presentation

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Title: ? ? ? Ch.10 ?? Foundations of Control


1
? ? ? Ch.10 ?? Foundations of Control
Managing only for profit is like playing tennis
with your eyes on the scoreboard and not on the
ball. Ken
Blanchard
2
  • ???,???, SOP, KPIs
  • ??,??,???Plan, Do, See. PDCAB.
  • ???????????????????????????????
  • ???????????,???, ?????????????
  • Grove ???,????,??????

3
??
  • 1. ??????? What and Why?
  • 2. ????? Control Process
  • 3. ?????? How Organizational Performance is
    Measured?
  • 4. ?????????
  • Tools for Measuring Organizational
    Performance
  • 5. ????????? Contemporary Issues

4
18.1 What Is Control?
  • Controlling - the process of monitoring,
    comparing, and correcting work performance.
  • The Purpose of Control
  • To ensure that activities are completed in ways
    that lead to the accomplishment of organizational
    goals.
  • ??control ????

5
Designing Control Systems
  • Market Control (??)
  • Emphasizes the use of external market mechanisms
    to establish the standards.
  • eg. cost, market share.
  • Bureaucratic Control (??)
  • Emphasizes organizational authority and relies on
    rules, regulations, procedures, and policies.
  • Clan Control (??)
  • Regulates behavior by shared values, norms,
    traditions, rituals, and beliefs of the firms
    culture.

6
Why Is Control Important?
  • As the final link in management functions
  • Planning
  • Controls let managers know whether their goals
    and plans are on target and what future actions
    to take.
  • Empowering employees
  • Control systems provide managers with information
    and feedback on employee performance.
  • Protecting the workplace
  • Controls enhance physical security and help
    minimize workplace disruptions.

7
The Planning-Controlling Link
7
8
18.2 ?????
  • 1. ??????, Measuring actual performance.
  • 2. ?????, Comparing actual performance against a
    standard.
  • 3. ??????, Taking managerial action to correct
    deviations or inadequate standards.

9
The Control Process MBE
9
10
Measuring How and What
  • Sources of Information (How)
  • Personal observation ????
  • Statistical reports
  • Oral reports
  • Written reports
  • Control Criteria (What)
  • Customers/Employees
  • Satisfaction
  • Turnover
  • Absenteeism
  • Budgets
  • Costs
  • Output
  • Sales

11
Sources of Information for Measuring Performance
12
Defining the Acceptable Range of Variation
Comparing SQC chart random? trend?
13
Green Earth Gardening SupplyJune Sales
14
?????? Sales Performance Figures
Brand Heineken Molson Irish Amber Victoria
Bitter Labatts Corona Amstel Light Dos
Equis Tecate
14
15
Taking Managerial Action
  • Doing nothing
  • Corrective Actions Change strategy, structure,
    compensation scheme, training programs redesign
    jobs fire employees
  • Immediate correct the problem at once. ?????
  • Basic correct the source of the deviation.?????
  • Revising the standard
  • Resetting goals that were initially set too low
    or too high.

16
Managerial Decisions in the Control Process
??????
16
17
18. 3 Organizational Performance
  • What Is Performance?
  • The end result of an activity.
  • KPI Key Performance Indicator

18
Performance Measures
  • Productivity the overall output of goods and/or
    services divided by the inputs needed to generate
    that output.
  • Organizational Effectiveness
  • Systems resource model
  • The process model
  • The multiple constituencies model

19
Industry and Company Rankings
  • Sales, Profits, Revenue per employee Fortune
    1000, Forbes 500,
  • ??1000?, ??500?, ??100?
  • Customer satisfaction surveys
  • ?ACSI, JD Power
  • Others Corporate culture audits, compensation
    and benefits surveys

19
20
Popular Industry and Company Rankings
21
Controlling for Employee Performance
  • Disciplinary actions -
    actions taken by a manager to enforce
    the organizations work standards and
    regulations.
  • Delivering Effective Performance Feedback -
    managers need to provide their employees with
    feedback so that the employees know where they
    stand in terms of their work.

22
Types of Discipline Problems and Examples
23
18.4 Tools for Controlling OP
  • Feedforward Control
  • A control that prevents anticipated problems
    before actual occurrences of the problem. eg.
    Building in quality through design. Requiring
    suppliers conform to ISO 9002.
  • Concurrent Control
  • ? A control that takes place while the monitored
    activity is in ?progress. eg. Direct
    supervision management by walking ?around
    (MBWA).
  • Feedback Control
  • A control that takes place after an activity is
    done.

24
Types of Control ??????
24
25
Financial Controls
  • Traditional ?????,????
  • Liquidity current ratio
  • Leverage debt to assets
  • Activity inventory turnover
  • Profitability return on investment
  • Balanced Scorecard

25
26
Popular Financial Ratios
27
(No Transcript)
28
Operation Excellence
  • ????????????
  • ROA ?10
  • ROE ? 20
  • Debt Ratio ? 50
  • CCC (Cash Conversion Cycle) ? 30?
  • ??BU ROIC (Investment Capital) ? 20

28
29
????? Balanced Scorecard, by Kaplan, R. S.
  • BSC Is a measurement tool that uses goals set by
    managers in four areas to measure a companys
    performance
  • Financial
  • Customer
  • Internal processes
  • People/innovation/growth assets
  • ????????????????
  • ??????????,?????????,
  • Grove ?????,????????????

30
BSC
30
31
Information Controls
  • As a tool to help managers control other
    organizational activities. eg. ERP, ITS, RFID.
  • Management Information Systems (MIS) A system
    used to provide management with needed
    information on a regular basis.
  • EDP, DSS, ES, AI.
  • ??????

32
Benchmarking of Best Practices
  • Benchmarking - the search for the best practices
    among competitors or non-competitors that lead to
    their superior performance.
  • Benchmark - the standard of excellence to measure
    and compare against.

33
Suggestions for Internal Benchmarking
34
18.5 Contemporary Issues in Control
  • Cross-Cultural Issues
  • The use of technology to increase direct
    corporate control of local operations
  • Legal constraints on corrective actions in
    foreign countries
  • Difficulty with the comparability of data
    collected from operations in different countries.
  • ??????360?????

35
  • Workplace Concerns
  • Workplace privacy versus workplace monitoring
  • E-mail, telephone, computer, and Internet usage
  • Productivity, harassment, security,
    confidentiality, intellectual property
    protection.
    e.g., ?????????????,????(??????,???,????),????????
    ,??? Top 5, ??????,??????!??,??,???,???
  • Employee theft
  • The unauthorized taking of company property by
    employees for their personal use.
  • Workplace violence
  • Anger, rage, and violence in the workplace is
    affecting employee productivity. e.g., Road rage.

36
Types of Workplace Monitoring by Employers
37
Control Measures for Employee Theft or Fraud
38
Workplace 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
39
Control for Deterring or Reducing Workplace
Violence
40
Customer Interactions
  • Service profit chain - the service sequence from
    employees to customers to profit.
  • Corporate governance - the system used to govern
    a corporation so that the interests of corporate
    owners are protected.

41
???? ??? ??????
????? ??
??????? ???????? ??
??????? ???? ???????? ?????? ???????
?????
41
42
  • Corporate Governance
  • The system used to govern a corporation so that
    the interests of the corporate owners are
    protected.
  • Changes in the role of boards of directors
  • Increased scrutiny of financial reporting
    (Sarbanes-Oxley Act of 2002)
  • More disclosure and transparency of corporate
    financial information
  • Certification of financial results by senior
    management

43
Team work
  • 1. Case study a managers dilemma (p.290)
  • (1) Identify and articulate business problems
  • (2) Gather and analyze information applicable
  • (3) Identify and apply an appropriate tool for
    solving problems.
  • 2. Case study a managers dilemma (p.350)
  • (1) Identify and articulate business problems
  • (2) Gather and analyze information applicable
  • (3) Identify and apply an appropriate tool for
    solving problems.
  • 3. Thinking critically about ethics (p.314)
  • (1) Identifies Dilemma.
  • (2) Considers Stakeholders
  • (3) Analyzes Alternatives and Consequences
  • .


44
Team work
  • 4. Performance Feedback Skill exercise (p.314)
  • 5. Team exercise (p.315) Workers safe
  • 6. Internet-based exercise (p.316) The Great
    Package Race
  • .


45
??
  • 1. Explain the nature and importance of control.
  • planning - controlling link,
    market, bureaucratic,
    clan control
  • 2. Describe the three steps in the control
    process.
  • monitoring, comparing, correcting
  • 3. Explain how organizational and employee
    performance are measured.
  • 4. Describe tools used to measure organizational
    performance. feedforward, concurrent,
    feedback control
  • 5. Discuss contemporary issues in control.

46
Terms to Know
  • market control
  • bureaucratic control
  • clan control
  • control process
  • range of variation
  • immediate corrective action
  • basic corrective action
  • organizational performance
  • productivity
  • organizational effectiveness
  • feedforward control
  • concurrent control
  • feedback control
  • management by walking around (MBWA)
  • economic value added (EVA)
  • market value added (MVA)
  • management information system (MIS)
  • data
  • information
  • balanced scorecard
  • employee theft
  • service profit chain
  • corporate governance
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