Management Lecture Ch 11_5th Ed

Management Lecture Ch 11_5th Ed - CHAPTER ELEVEN...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
CHAPTER ELEVEN ORGANIZATIONAL CONTROL AND CHANGE Jones, Contemporary Management, Fifth Edition 249 OVERVIEW OF THE CHAPTER This chapter examines the nature of organizational control and describes the four steps of the control process. It also discusses three types of systems available to managers to control and influence organizational members: output control, behavior control, and clan control. Finally, the important issue of organizational change is addressed. Organizational change is possible only when managers have put in place a control system that allows them to alter the way people and groups behave. LEARNING OBJECTIVES Define organizational control , and describe the four steps of the control process. Identify the main output controls , and discuss their advantages and disadvantages as means of coordinating and motivating employees. Identify the main behavior controls , and discuss their advantages and disadvantages as means of coordinating and motivating employees. Identify the main behavior control, and discuss their advantages and disadvantages as means of coordinating and motivating employees. Discuss the relationship between organizational control and change, and explain why managing change is a vital management task. A MANAGER’S CHALLENGE: MICROSOFT HAS PROBLEMS CONTROLLING AND EVALUATING ITS EMPLOYEES This case discusses the control problems that ensued when Microsoft changed the way it evaluates employees. In the past, much of the company‘s reward system was based upon team performance, which encouraged team members to work together intensively and cooperate to meet team goals. As Microsoft grew, it developed a more rigid evaluation system that became increasingly based upon each engineer‘s individual performance. This system was adopted in an effort to increase the perceived fairness of performance evaluations. However, an unanticipated outcome was a system that encouraged employees to place self- interest first, thus hurting team performance. Some analysts believe that this was the root cause of Microsoft‘s failure to deliver its newest operating system, Vista, on its scheduled date of summer 2006. LECTURE OUTLINE I. WHAT IS ORGANIZATIONAL CONTROL? Controlling is the process whereby managers monitor and regulate how efficiently and effectively an organization and its members are performing the activities necessary to achieve organizational goals.
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
CHAPTER ELEVEN ORGANIZATIONAL CONTROL AND CHANGE Jones, Contemporary Management, Fifth Edition 250 In controlling, managers monitor and evaluate whether their organization‘s strategy and structure are working as intended, how they could be improved, and how they might be changed if they are not working. Control involves keeping an organization on track and anticipating events that might
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 144

Management Lecture Ch 11_5th Ed - CHAPTER ELEVEN...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online