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Ch. 13 - Bateman

Management - Ch. 13 Control

QuestionAnswer
Control Process that constrains/directs activities to accomplish goals to get desired outcome.
Policies Usually tell you what NOT to do.
Bureaucratic(Formal) Control The use of rules, regulations, standards, hierarchy, and legitimate authority to guide performance.
Market (Informal)Control Use of prices, competition, and exchange.
Feedfoward Control The control process used before operations begin, including policies, procedures, and rules designed to ensure that planned activities are carried out properly.
Concurrent control The control process used while plans are being carried out, including directing, monitoring, and fine-tuning activities as they are performed. *Technology has improved concurrent control mechanisms.
Feedback Control Control that focuses on the use of information about previous results to correct deviations from the acceptable standard.
Control Cycle Length of time you exercise control.
Crisis Leads to tighter control cycles.
Productivity Ratio of input vs. output.
Six Sigma Purpose to drive out variance and error.
Tight controls destroys relationship between workers and management
Management audits an evaluation of the effectiveness and efficiency of various systems within an organization
External audit evaluation conducted by one organization, such as CPA firm, on another
Internal audit periodic assessment of a company’s own planning, organizing, leading, and controlling processes.
Activity-based costing (ABC) a method of cost accounting designed to identify streams of activity and then to allocate costs across particular business processes according to the amount of time employees devote to the particular activities
Budgeting process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences
Created by: bpark
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