Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
mgt ch 16 control
| Term | Definition |
|---|---|
| control | regulatory process of establishing standards to achieve org goals comparing actual performance against the standards and taking corrective action |
| standards | a basis of comparison for measuring the extent to which various kinds of organizational performance are satisfactory or unsatisfactory |
| what makes a good standard? | must enable goal achievement, be based on listening to customer's comments or by observing competitors |
| benchmarking | process of identifying outstanding practices processes and standards in other companies and adapting them to your company |
| comparison to standards | quality of comparison between actual performance and actual standards depends on the organizations measurement and info systems |
| corrective action | involves identifying performance deviations and analyzing them then developing and implementing programs to correct them |
| cybernetic | process of steering or keeping on course |
| feedback control | mechanism for gathering information about performance deficiencies after they occur |
| concurrent control | mechanism for gathering information about performance deficiencies as they occur thereby eliminating or shortening the delay between performance and feedback |
| feedforward control | a mechanism for monitoring performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur |
| What would a manager use to gather info about a performance deficiency before it occurs? | feedforward control |
| control loss | situation in which behavior and work procedures do not conform to standards |
| regulation costs | costs associated with implementing or maintaining control |
| cybernetic feasibility | extent to which it is possible to implement each step in the control process |
| bureaucratic control | use of hierarchical authority to influence employee behavior by rewarding or punishing employees for compliance or noncompliance with organizational rules policies and procedures |
| objective control | use of observable measures of worker behavior or outputs to asses performance and influence behavior |
| What are the types of objective control | behavior and output |
| behavior control | regulation of behaviors and actions that workers perform on the job |
| output control | regulation of workers results or outputs through rewards and incentives |
| normative control | regulation of workers behavior and decisions through widely shared organizational values and beliefs |
| How is normative control created | hiring based on attitudes and values, managers and employees learning about what should and shouldn't be done by observing and listening to stories recited by experienced personnel |
| concertive control | regulation of workers behavior and decisions through work group values |
| self-control (self management) | control system in which managers and workers control their own behavior by setting own goals, monitoring own progress, rewarding themselves for goal achievement |
| balanced scorecard | measurement of org performance in 4 areas: finances, customers, internal ops, and innovation and learning |
| suboptimization | performance improvement in one part of an org but at the expense of decreased performance in another part |
| what is an advantage of balanced scorecard? | minimizes chances of suboptimization |
| What are the tools for controlling finances | cash-flow analysis, balance sheets, income statements, financial ratios, budgets, zero-based budgeting |
| economic value added (EVA) | amount by which company profits exceed the cost of capital in a year |
| customer defections | performance assessment in which companies identify which customers are likely to leave, measure rate that customers are leaving |
| how is quality defined and measured | excellence value conformance to specifications |
| value | customer perception that product quality is excellent for price offered |
Created by:
hailee15