Professional Documents
Culture Documents
Organizational Control in a
Complex Business
Environment
15–1
Organizational Control Defined
• Organizational Control
The systematic process through which managers
regulate organizational activities to make them
consistent with the expectations established in plans,
and to help them achieve all predetermined standards
of performance.
Control is the process of ensuring that actual activities
conform to planned activities.
• This definition implies that leaders must:
Establish performance standards.
Develop mechanisms for gathering performance
information in order to assess the degree to which
standards are being met.
15–2
The importance of control
1. Change-Control systems should be able
to detect changes affecting org.
2. Complexity-A more formal and careful
control approach is required.
3. Mistakes-allows managers to detect
mistakes before they become critical
4. Delegation-allows managers to check on
subordinates progress
15–3
Steps in the Control Process
15–4
Steps in the control process
1. Establish standards and methods for
measuring performance.-standards should be
stated in clear, measurable terms that include
specific deadlines.
2. Measure performance-measurement is an
ongoing repetitive process.
3. Determine whether performance matches the
standard-This is the easiest step in the control
process
4. Take corrective action-This step is necessary if
performance falls short of standards and the
analysis indicates action is required.
5
Designing Quality and Effectiveness into
the Control System
• Factors affecting control system quality to
consider when designing a control system:
The amount of variety in the control system.
15–6
Control System–Design Issues
15–7
Design Factors Affecting Control System
Quality
• The Amount of Variety in the Control System
Variety: the number of activities, processes, or items
that are measured and controlled.
More variety leads to less predictability.
• Law of Requisite Variety in Control Systems
Variety in control systems to match the variety in the
systems to be controlled can be achieved by:
Increasing variety in the control system.
Reducing variety in the system being controlled.
15–8
Design Factors Affecting Control System
Quality (cont’d)
• Composition of Feedback
Reports
Variance Reporting
Highlights only those things
that fail to meet the
established standards.
Management by Exception
Focuses on the elements
that are not meeting the
standards.
15–9
Criteria for Effective Control
• Related to Organizational Strategy
A control system should measure what is important
now and what will be important in the future… not
what was important in the past.
• Uses All Steps in the Control Process
To be effective, a control system must employ all of
the steps in the control process.
• Composed of Objective and Subjective
Measures
Effective control systems typically require managers
to blend quantitative (objective) and qualitative
(subjective) performance measures.
15–10
Criteria for Effective Control (cont’d)
• Incorporates Timeliness in Feedback Reporting
Timeliness is the degree to which the control system
provides information when it is needed.
• Acceptable to a Diverse Work Force
To be effective, organizational controls must be
accepted by employees.
The control system should motivate workers to
recognize standards and act to achieve them.
15–11
Selecting the Proper Amount of Control
• Costs in Control Systems
Two basic categories of costs need to be considered
relative to control systems:
The costs associated with the information needed
to perform the control process.
The costs associated with undesirable deviations
from standards.
15–12
Selecting the Proper Amount of Control
(cont’d)
• Reliability of the System
Reliability refers to the probability that the object or
process being controlled will consistently behave in
an acceptable manner.
The basic premise is that the more reliable the
process, the less control that is needed.
• Importance of the Process Being Controlled
The more important the object or process being
controlled, the greater the amount of control that
should be exercised.
15–13
Selecting the Focal Point for Control
• Feedforward (Preventive) Control
Focuses on detecting undesirable material, financial, or human
resources that serve as inputs to the transformation process.
• Concurrent Control
Focuses on the transformation process to ensure that it is
functioning properly.
• Feedback Control
Focuses on discovering undesirable output and implementing
corrective action.
• Multiple Focal Points
Most organizations use several control systems focused on
various phases of the transformation process.
15–14
Control Focal Points
15–15
Design Factors Affecting Control System
Quality (cont’d)
• Ability to Anticipate Problems
If a deviation can be anticipated before it occurs:
Correctiveaction can be instituted more quickly.
Negative consequences of the deviation (e.g.,
unacceptable performance time lags) are reduced.
• Sensitivity of the Measuring Device
Sensitivity: the precision with which the measurement
can be made.
Use a device sensitive enough to adequately
measure the system being controlled is required.
15–16
Types of control methods
1. Pre-action control
2. Steering control
3. Screening or Yes/No control
4. Post-action control
15–17
1.Pre-Action
Control
Control before an action is undertaken e.g
before a new product is launch, marketers
conduct market testing.
15–20
Selecting A Control Style In Today’s Diverse
And Multinational Organizations
• Top-level leaders are faced with a dilemma in
choosing a control style for their organization.
• Managers should evaluate:
Individual management style
Organizational culture
Employee professionalism
Performance measures.
• The choice of a control style is contingent on all
of these situational factors.
15–21
Impact of Information Technology on
Organizational Control
• Technological advances and improvements
serve to:
Get critical control information to managers in a more
timely fashion.
Allow managers to make the proper control
responses more quickly.
Disseminate the information on those decisions more
quickly so that the negative consequences associated
with out-of-control situations can be minimized.
15–22
Mechanisms for Financial Control
• Financial Statements
Balance sheet
Summary of an organization’s financial position at
a given point in time, showing assets, liabilities,
and owner’s equity.
Income statement
Summary of an organization’s financial
performance over a given time interval, showing
revenues, expenses, and bottom-line profit or loss.
15–23
Key Financial Terms
• Asset • Liability
A thing of value that an A debt or obligation of the
individual or organization firm.
owns. • Current Liability
• Current Asset A debt that must be paid in
An item that can be the near future.
converted into cash in a • Long-term Liability
short time period.
A debt that is payable over
• Fixed Asset a long time span.
An asset that is long term in
nature and cannot be
converted quickly into cash.
15–24
Financial Ratios
• Liquidity ratios • Debt ratios
Indicators of the firm’s Indicators of the firm’s
ability to meet its short- ability to handle long-
term debt obligations. term debt.
• Profitability ratios • Activity ratios
Indicators of the Indicators of
relative effectiveness, performance with
or profitability, of the respect to key activities
organization. defined by
management.
15–25
Ethical Issues in the Control of a Diverse
Work Force
• Drug Testing • Computer Monitoring
Pre-employment testing Privacy in communications
Testing current employees Measuring performance
Random Liability for harassment
Probable cause
Accident
• Undercover Surveillance
Internal security
External security
Electronic devices
15–26