IMPEDIMENTS TO AN OPEN GLOBAL ENVIRONMENT Government imposed impediments o

Impediments to an open global environment government

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IMPEDIMENTS TO AN OPEN GLOBAL ENVIRONMENT -Government imposed impediments oAdministrative barriers limit imports and investments oNational laws limit access oCustoms practices destroyed imported products -Self-imposed ethical restrictions oSome organisations who trade with countries with poor human rights, all environmental records or harsh/non-existent labour laws
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MMM132 MANAGEMENT TOPIC 10 MANAGING CONTROL PROCESSES ORGANISATIONAL CONTROL-manages the monitor and regulate how efficiently and effectively an organisation and its members are performing the activities necessary to reach the goals -Manages keep an organisation on track, anticipate events and challenge the organisation to respond opportunities and threats -Manager’s must monitor and evaluate: oIs the firm officially converting inputs to outputs oIs the product quality improving oI employees responsive to customers oAre our manages innovative in outlook -Control systems: formal, target setting, monitoring, evaluation and feedback systems that provide managers with information about how well the organisation strategy and structure working oA good control system should: !Be flexible so managers can respond !Provide accurate information about the organisation !Provide timely information -Three types of control: oFeedforward controls: !Used an input stage Manages can anticipate problems before they arrive Managers can give rigourous specifications to suppliers to avoid quality problems oConcurrent controls: !Give immediate feedback on how inputs are converted into outputs Managers can correct problems as they arrive Manages concede the machine is becoming out of alignment and fix it Concurrent control is at the heart of total quality management oFeedback controls !Provide after-the-fact information, at the output stage, managers can use in the future !Customers reactions to products etc THE CONTROL PROCESS-stage one: establish standards, goals or targets against which performance is to be evaluated oManagers at each organisational level to set their own standards oStandards must be consistent with the organisations strategy -Stage two: measure actual performance oManagers can measure outputs resulting from worker behaviour or they can measure the behaviour themselves oThe more nonroutine or complex the task, the harder it is to measure performance or output !This causes man just to measure employee’s behaviour rather than the employees output -Stage three: compare actual performances against chosen standards oManagers must decide if performance actually deviates; of 10, several problems combine creating low performance
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-Stage four: evaluate results and take corrective action if standards on.net oStandards may have been set too high or too low oWorkers may need additional training or equipment ORGANISATIONAL CONTROL SYSTEMS-There are two key organisational control systems used to pursue efficiency, quality, innovation and customer responsiveness -Output(performance) control that includes: o
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