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Management > Chapter 18 Monitoring and Controlling > Flashcards

Chapter 18 Monitoring and Controlling Flashcards

1
Q

Controlling

A

the process of monitoring, comparing, and correcting work performance

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2
Q

The purpose of control

A

to ensure that, going forward, activities are completed in ways that lead to the accomplishment of organizational goals

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3
Q

The Final Link of management functions

A

Feedback on performance

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4
Q

Planning (effectivenesss)

A

controls let manages know whether their goals and plans were effective and what future actions to take

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5
Q

Employees/systems (efficiency)

A

controls systems provide manages with information and feedback on performance

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6
Q

Protecting the workplace/organization

A

controls help minimize workplace disruptions (from employees, customers, supply chain, outside forces)

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7
Q

Planning-controlling link

A

Controlling link is the final one then back to planning

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8
Q

The process of control

A
  1. Measuring actual performance
  2. Comparing actual performance against a standard
  3. Taking managerial action to correct deviations from goals (standards) or improve inadequate standards
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9
Q

Step 1: Measuring actual perfrmance

A

How and what we measure

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10
Q

Information sources (How)

A
  • Personal observation
  • statistical reports
  • oral reports
  • written reports
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11
Q

Control Criteria (what)

A
  • Employees: satisfaction/turnover, absenteeism
  • Productivity: Costs/output
  • Budgets: Costs/sales
  • Customers: Satisfaction/complaints
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12
Q

Personal Observations

A

Benefits: Information isn’t filtered
Drawbacks: subject to personal biases

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13
Q

Statistical Reports

A

Benefits:
- Fast way to get information
- Allow for verbal and non verbal feedback
- Effective for showing relationships

Drawbacks
- Ignore subjective factors
- Information is filtered

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14
Q

Written reports

A

Benefits:
- Formal
- Easy to file and receive

Drawbacks
- Takes more time to prepare

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15
Q

Step 2:

A

Comparing Actual performance against the set standard

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16
Q

Range of variation

A

determine the acceptable parameters of variance (deviation) between actual performance and the standard (or goal)

Deviations that exceed the acceptable range of variation need a manager’s attention

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17
Q

Step 3

A

Taking Managerial action

18
Q

Immediate corrective action

A

Correcting problems at once without much analysis, in order to get performance back on track immediately

puts out fires (short term solutions)
gets performance back on track temporality

19
Q

Basic Corrective Action

A

corrective action that analyzes how and why performance deviated, before correcting the source of deviation

results in long term/permanent fixes

20
Q

Six (Basic) areas of organizational control

A

Physical: buildings, equipment, vehicles etc.)
Human resources
Informational (schedules, analyzes, reports )
Financial
Structural (chain of command)
Cultural (organizational)

21
Q

Disciplinary (corrective) actions

A

actions taken by a manager to enforce the organizations work standards and regulations

22
Q

Progressive Disciplinary action

A

Must be immediate/timely to be effective (must be documented)

23
Q

Delivering effective performance feedback

A

managers need to provide their employees with (timely) feedback so that employee’s know where they stand in terms of their work performance, reinforcement theory

24
Q

Attendance

A

absenteeism, tardiness, abuse of sick leave

25
Q

On the job behaviors

A

insubordination, failure to use safety devices, alcohol or drug abuse

26
Q

Dishonesty

A

theft, lying to supervisors, falsifying information on employment application or on other organizational forms

27
Q

Outside activites

A

criminal activities, unauthorized strike activities, working for competing organization (if no compete clause is part of employment)

28
Q

Organizational Performance

A

the accumulated results of all the organizations work activities

Goals should neither be too easy nor too difficult to attain. Revise the standard if goal is too easy
Goals must be realistic and fair to all stakeholders.

If performance is not up to par, don’t immediately blame the goal or the standard.

The overall goal should be, must be, continuous improvement!

29
Q

Organizational effectiveness

A

a measure of how appropriate organizational goals are and how well those goals are being met

30
Q

Productivity (efficiency)

A

the amount of goods or services divided by the inputs (costs, time) needed to generate that output)

31
Q

boiled frog phenomenon

A

recognizing performance declines by watching out for subtly declining situations

32
Q

Managing performance downturns

A

Recognizing crisis —avoid the boiled frog phenomenon
- Lack of clear, effective goals
- Negative trends (cash flow, productivity, etc)
- Excess employees/capacity
- Tolerance of work incompetence/poor quality
- Fear of conflict and risk taking
- Poor communications within the organization/work units
- Unnecessary/cumbersome administrative procedures

33
Q

Feed forward control

A

control that takes place before a work activity is done (effective planning- a key control)

34
Q

Concurrent control

A

control that takes place while a work activity is in progress (efficiency)

management by walking around - a term used to describe when a manager is in the work area interacting with employees

35
Q

Feedback control

A

control that takes place after a work activity is done (efficiency/ effectives control)

can be affective motivational tools

36
Q

Management information system (MIS)

A

a system used to provide management with needed information on a regular (immediate) basis

37
Q

Data

A

an unorganized collection of raw, unanalyzed facts

38
Q

information

A

data that has been analyzed and organized such that is has value/ relevance to managers

39
Q

Social media as a control tool

A

service quality influences customer perceptions of value

40
Q

Balanced Scorecard

A

a perfrmance measurement tool that examines more than just the financial perspective (i.e. Organizational effectiveness)

Measures a company’s performance in four areas:
- Financial
- Customers
- Internal processes
-People/innovation/growth

41
Q

Board of directors

A

a commitment to governance practices that increase integrity and accountability of companies and organizations

Measures a company’s performance in:
- Financial Reporting
- Corporate Compliance – making sure an organization and its employees follow laws, regulations, standards and ethical practices.

Potential issue: members of the Board are selected by management of the business/organization

Management (4 decks)

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