Chapter 9 FOUNDATIONS OF CONTROL.ppt

chapter18 foundationsofcontrol prenticehall 2002 18 1 learningobjectives youshouldlearnto definecontroldescribethethreeapproachestocontrolexplainwhycontrolisimportantdescribethecontrolprocessdistinguishamongthethreetypesofcontroldescribethequalitiesofaneffectivecontrolsystem prenticehall 2002 18 2 learningobjectives cont youshouldlearnto discussthecontingencyfactorsthatinfluencethedesignofanorganization scontrolsystemidentifyhowcontrolsneedtobeadjustedforculturaldifferencesexplainhowthreecontemporaryissues workplaceprivacy employeetheft andworkplaceviolence affectcontrol prenticehall 2002 18 3 whatiscontrol controltheprocessofmonitoringactivitiestoensurethattheyarebeingaccomplishedasplannedandofcorrectingsignificantdeviations 显著偏差 controlsystemsarejudgedintermsofhowwelltheyfacilitategoalachievementmarketcontrol emphasizestheuseofexternalmarketmechanismstoestablishstandardsofperformanceusefulwhereproductsandservicesaredistinctusefulwheremarketplacecompetitionisconsiderabledivisionsturnedintoprofitcentersandjudgedbythepercentageoftotalcorporateprofitseachcontributes prenticehall 2002 18 4 whatiscontrol cont controlbureaucraticcontrol emphasizesorganizationalauthorityreliesonadministrativerules procedures andpoliciesdependsonstandardizationofactivities well definedjobdescriptions andotheradministrativemechanismsclancontrol behaviorregulatedbysharedvalues traditions andotheraspectsoforganizationalculturedependentonindividualandgrouptoidentifyexpectedbehaviorsandperformancemeasuresfoundwhereteamsarecommonandtechnologychangesoften prenticehall 2002 18 5 whyiscontrolimportant controlisthefinallinkinthemanagementprocessprovidesthecriticallinkbacktoplanningonlywaymanagersknowwhetherorganizationalgoalsarebeingmetpermitsdelegationofauthorityfearthatemployeeswilldosomethingwrongforwhichthemanagerwillbeheldresponsibleprovidesinformationandfeedbackonemployeeperformance prenticehall 2002 18 6 18 7 计划与控制的联系 计划与控制是一个问题的两个方面 基本观点 一切有效的控制方法就是计划方法或计划本身 控制的目的就是因为要实现目标和计划 控制职能使管理工作成为一个闭路系统 成为一个连续的过程 theplanning controllinglink prenticehall 2002 18 8 thecontrolprocess prenticehall 2002 18 9 thecontrolprocess backgroundcontrollingisathree stepprocessassumesthatperformancestandardsalreadyexistspecificgoalsarecreatedintheplanningprocessmeasuringhowwemeasurepersonalobservation permitsintensivecoveragemanagementbywalkingaround mbwa drawbacks subjecttopersonalbiasesconsumesagreatdealoftimesuffersfromobtrusiveness prenticehall 2002 18 10 thecontrolprocess cont measuring cont howwemeasure cont statisticalreports numericaldataareeasytovisualizeandeffectiveforshowingrelationshipsdrawbacks notalloperationscanbemeasuredimportantsubjectivefactorsmaybeignoredoralreports includesmeetings telephonecallsmaybebestwaytocontrolworkinavirtualenvironmenttechnologypermitscreationofwrittenrecordfromoralreportdrawbacks filteringofinformation prenticehall 2002 18 11 thecontrolprocess cont howwemeasure cont writtenreports oftenmorecomprehensiveandconcisethanoralreportsusuallyeasytofileandretrievecomprehensivecontroleffortsshoulduseallfourapproaches prenticehall 2002 18 12 whatwemeasurewhatwemeasuremorecriticalthanhowwemeasurecontrolcriteriaapplicabletoanymanagementsituation employeesatisfaction absenteeism andturnoverkeepingcostswithinbudgetscontrolsystemneedstorecognizethediversityofactivitiessomeactivitiesdifficulttomeasureinquantifiabletermsmostactivitiescanbegroupedintosomeobjectivesegmentsthatcanbemeasuredwhenobjectivemeasuresarenotavailable shouldrelyonsubjectivemeasures thecontrolprocess cont prenticehall 2002 18 13 thecontrolprocess cont comparingdeterminesthedegreeofvariationbetweenactualperformanceandstandardacceptablerangeofvariation deviationsthatexceedthisrangebecomesignificant prenticehall 2002 18 14 definingtheacceptablerangeofvariation prenticehall 2002 18 15 salesperformancefiguresforjuly easternstatesdistributors brandheinekenmolsonirishambervictoriabitterlabatt scoronaamstellightdosequistecatetotalcases hundredsofcases prenticehall 2002 18 16 thecontrolprocess cont takingmanagerialactioncorrectactualperformance actiontakenwhentheperformancevariationisunsatisfactoryimmediatecorrectiveaction correctsproblemsatoncetogetperformancebackontrackbasiccorrectiveaction identifiesreasonforperformancevariationcorrectsthesourceofvariationrevisethestandard varianceresultsfromanunrealisticstandardstandard notperformance needscorrectiontroublesometorevisethestandarddownward prenticehall 2002 18 17 managerialdecisionsinthecontrolprocess prenticehall 2002 18 18 typesofcontrol feedforwardcontrolpreventsanticipatedproblemsmostdesirabletypeofcontrolrequirestimelyandaccurateinformationthatoftenisdifficulttogetconcurrentcontroltakesplacewhileactivityisinprogresscorrectsproblembeforeitbecomestoocostlybest knownformisdirectsupervision prenticehall 2002 18 19 feedbackcontroltakesplaceaftertheactivityisdoneproblemsmayalreadyhavecauseddamageorwastethemostpopulartypeofcontrolfeedbackmaybeonlyviableformofcontrolavailablefeedbackhastwoadvantagesprovidesmeaningfulinformationontheeffectivenessofplanningcanenhanceemployeemotivation typesofcontrol cont prenticehall 2002 18 20 typesofcontrol prenticehall 2002 18 21 qualitiesofaneffectivecontrolsystem effectivecontrolsystem prenticehall 2002 18 22 contingencyfactorsinthedesignofcontrolsystems prenticehall 2002 18 23 adjustingcontrolsforculturaldifferencesmethodsofcontrollingpeopleandworkcanbequitedifferentinothercountriesdifferencesaremostmarkedinthemeasurementandcorrectiveactionstepsintechnologicallyadvancednations controlsareindirectinlesstechnologicallyadvancednations controlsaremoredirectlawsindifferentcountriesprovidedifferentconstraintsoncorrectiveactiondatausedforcontrollingmaynotbecomparableindifferentcountries implicationsformanagers prenticehall 2002 18 24 workplaceprivacyemployershavetherighttomonitoremployeecommunications examineemployeecomputersandfiles andusesurveillancecamerasreasonsformonitoringincludepreventionof recreationalon the jobwebsurfingcreationofhostileworkenvironmentswithe mailsecurityleaksofcriticalinformationelectroniccommunicationsprivacyact 1986prohibitsunauthorizedinterceptionofelectroniccommunicationworkplaceelectronicmonitoringisstilllegal contemporaryissuesincontrol prenticehall 2002 18 25 contemporaryissuesincontrol cont workplaceprivacy cont companiesaredevelopingandenforcingworkplacemonitoringpoliciesdevelopunambiguouscomputerusagepolicyinformemployeesthatcomputersmaybemonitoredprovideclearguidelinesonacceptableuseofcompanye mailsystemandtheweb prenticehall 2002 18 26 workplacemonitoring tracktelephonecalls numbersandtimespent 39 storeandreviewemployeee mailmessages27 storeandreviewcomputerfiles21 logcomputertimeandkeystrokesentered15 recordandreviewtelephoneconversations11 storeandreviewvoice mailmessages6 prenticehall 2002 18 27 contemporaryissuesincontrol cont employeetheftunauthorizedtakingofcompanypropertybyemployeesfortheirpersonaluseisanescalatingprobleminalltypesoforganizationsdifferentproposalstoexplainemployeetheftindustrialsecurity opportunitypresentsitselfduetolackofcontrolsandfavorablecircumstancescriminology peoplehavefinancial basedpressuresorvice basedpressuresclinicalpsychology peopleareabletorationalizeanytypeofbehavior prenticehall 2002 18 28 controlmeasurefordeterringorreducingemploy