18 - PART SIX C H A P T E R E I G H T E E N Foundations of...

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PART SIX C H A P T E R E I G H T E E N Foundations  of Control 18 Chapter Outline Introduction What Is Control? Why Is Control Important? The Control Process Measuring How We Measure What We Measure Comparing Taking Managerial Action Correct Actual Performance Revise the Standard Summary of Managerial Decisions Controlling For Organizational Performance What is Organizational Performance Measures of Organizational Performance  Organizational Productivity Organizational Effectiveness Industry Rankings Tools For Controlling Organizational  performance Feedforward/Concurrent/Feedback  Controls Financial Controls Balanced Scorecard Information Controls Benchmarking of Best Practices  Contemporary Issues in Control Adjusting Controls for Cross-Cultural  Differences Workplace Concerns Workplace Privacy Employee Theft Workplace Violence Controlling Customer Interactions Corporate Governance H ow do managers develop adequate control systems to safeguard their organizations? How do they measure organizational performance? In the chapter-opening Manager’s Dilemma, Zhang Ruimin, CEO of Haier Group, is attempting to make the firm China’s first global competitor. The Haier Group started in 1984 with one product and 800 workers. Today, 30,000 employees make over 13,000 products. Zhang is committed to building Haier’s global brand. One of the tools he will use is benchmarking. How would he implement benchmarking in his pursuit of the strategy to create a global brand? In this chapter, the controlling function of management and organizational performance is examined and the elements of a well- designed control are described. 253
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Many PowerPoint Slides, including both original text art and newly created images, have been developed and are available for you to coordinate with Chapter 18 materials presentation. ANNOTATED OUTLINE 1. INTRODUCTION. Regardless of the thoroughness of the planning done, a program or decision still may be poorly or improperly implemented without a satisfactory control system in place. 2. WHAT IS CONTROL? Control is the process of monitoring activities to ensure they are being accomplished as planned and of correcting any significant deviations. There are three different approaches to designing organizational control systems. (See Exhibit 18.1 .) 18.1 If things are going as planned, why is control necessary? A. Market control is an approach that emphasizes the use of external market mechanisms to establish the standards used in the control system. B. Bureaucratic control is an approach that emphasizes organizational authority and relies on administrative rules, regulations, procedures, policies, standardization of activities, well-defined job descriptions, and other administrative mechanisms to ensure that employees exhibit appropriate behaviors and meet performance standards. C.
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This note was uploaded on 10/21/2009 for the course FSD 6789 taught by Professor Vinh during the Spring '09 term at ITT Tech Flint.

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18 - PART SIX C H A P T E R E I G H T E E N Foundations of...

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