Chapter 5 - Control Flashcards
Controlling
Process of measuring performance & taking action to ensure desired results
- purpose = Make sure plans are achieved & actual performance is greater than objectives
- Based on information
Alter-Action Review
Structured review of lessons learned & results accomplished thru a completed project, task, etc
- Started by US army
- Encourages everyone to take responsibility for their actions, performance efforts and accomplishments
- Potential benefits of learning are realized only when learning is translated into corrective actions
Output standards
Measures performance results in terms of quantity, quality, cost or time.
- Measures actual outcomes or WORK RESULTS
Input standards
Measures work EFFORTS that go into a performance task; measures WORK EFFORTS
- Ex. work attendance, conformance w/ rules
Control equation
Need for action = Desired performance - Actual performance
Actual < Desired
Performance threat or deficiency
Actual > Desired
Performance opportunity
Engineering comparisons
Used to identify desired performance
- Ex.UPS measuring routes to establish expected delivery day
- Historical and relative comparisons also used
Management by exception
Focuses attention on differences b/w actual & desired performance
- Giving attention to high priority situations that show greatest need for action
- Adds discipline
- Highest priority, needs for action focused**
Internal control
Self control that occurs as people take personal responsibility for their work. ( Self discipline)
External control
Uses bureaucratic, clan and market control systems so things happen as planned
Bureaucratic control
Influences behavior through authority, policies, procedures job descriptions, budgets, day to day supervision.
- Used to make sure people behave in ways consistent.
- Emphasizes hierarchy & authority
Clan control
Influences behavior through social norms & peer expectations. Power of collective identity
Market control
Influence of competition on the behavior of organizations and members. “Keeping up w/ competition”
Managing by objectives
Process thru which team leaders work w/ team members to “jointly” set performance objectives & “jointly” review results.
- Planing & controlling w/in teams.
- 2 Types of objectives
2 types of objectives
Improvement objectives & Personal development objectives
Improvement objectives
Increase performance specifically
Personal development objectives
Focus on expanding job knowledge or skills
Total Quality Management
Describes efforts to make quality an everyday performance objective & strive to do things right the 1st time
- Core element = Continuous improvement
- You can never be satisfied, something always can and will be done better
Measurement is the cornerstone of control
True
Control charts
Graphical ways of displaying trends so that exceptions to quality standards can be identified
- Often used in manufacturing and actg
Six Sigma
A quality standard of 3.4 defects or less per million products or service deliveries = perfection rate of 99.99%
- Common quality standard
Projects
One time activities w/ many component tasks that must be completed in proper order & budget
Gantt chart
Graphically displays the scheduling of tasks required to complete a task
- Shows what needs to be done, when, & allows for progress
- helps w/ activity sequencing
