Daft ch 19 control
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| show | The systematic process through which managers regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of performance
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| show | requires info aobut performance standards and actual performance
actions taken to correct any deviations from the standars
managers must decide what info is essential, how obtain info, how respond to it
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| show | Feedforward
Concurrent
Feedback
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| Feedforward Control | show 🗑
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| show | Consists of monitoring ongoing activities to ensure that they are consistent with standards. manuf meet quality standards, prvent employee theft in real time,
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| Feedback Control | show 🗑
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| show | 1 Establish Standards
2 Measure actual performance
3 Compare Performance to standards
-IF needed Take corrective action
-Or Do nothing or provide reincorment
Provide Feedback--> Establish new goals again
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| Measure actual performance | show 🗑
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| Establish Standards of Performance | show 🗑
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| show | 3rd step: compare actual to performance. Computer reports, walk through the plant, identify wheter actual performance meets, exceeds, or falls short of standards. Joseph K.
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| show | Determine what changes (if any) are needed. Top down-Force change. Participation control approach-collaborae with employees. (Contingency factors may force standards to be too low or high)
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| show | Setting targets for an org's expenditures, monitoring results and comparing them to the budget...make changes as needed. List variance between planned and actual.
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| Expense Budget | show 🗑
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| show | Lists forecasted and actual revenue. REV below signals a need to investigate. REV about signal need to ensure resources are there to fill higher anticipated demand.
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| show | Estimates receipts and expenditures of money. Ensure org has sufficient cash to meet its obligatons. More-> Invest. Low--> arrange to borrow
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| Capital Budget | show 🗑
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| show | middle and lower level managers set departmental budget targets in accorance with overall company revenues and expenditures specfied by top managment.
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| Bottom Up Budgeting | show 🗑
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| Financial Control | show 🗑
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| Liquidity Ratio | show 🗑
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| show | measures internal performance with respect to key activities defined. (ie. Inventory Turnover, conversion ratio)
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| Responsibility Center | show 🗑
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| Profitability Ratios | show 🗑
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| Leverage Ratio | show 🗑
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| show | Use of rules, policies, hierarchy of authority, reward systems, and other formal devices to influence employee behavior & assess performance. Quality with QA not w/ indiv worker. Extrinsic rewards given. Wages, benefits, promotions. Power by position.
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| show | Values and assumptions. Opp bureaucratic control. Organizational culture, group norms, and a focus on goals, rather than rules for compliance to org's goals. "self discipline, self control->workers performing.Power based on knowledge. Intrinsic rewards
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| show | Ex-Wages, benefits, promotions.
IN-meaningful work, opportunity to learn and grow.
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| Total Quality Managment TQM | show 🗑
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| show | Group of 6-12 volunteer employees who meet regularly to discuss and solve problems affecting quality of their work
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| show | Continuous process of measuring products, services, practices against major competitors or industry leaders.
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| Six Sigma | show 🗑
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| ABC Activity Based Costing | show 🗑
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| Open Book Managment | show 🗑
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lorenkaiser1
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