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Leadership and Change > Exam Study - Ch. 13 Organisational Control & Power > Flashcards

Exam Study - Ch. 13 Organisational Control & Power Flashcards

1
Q

Traditional views of organisational control placed emphasis on …

A

conformity of activities.

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2
Q

What is the purpose of organisational control?

A

To bring about conformance to organisational requirements & achieving its ultimate purpose

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3
Q

Control systems are concerned with…

A

regulation of behaviour

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4
Q

What are some concepts of “process-rational thinking”?

A
  • Those ‘in charge’ aspire to achieve control over work behaviours

  • Only partial control can be achieved (control is typically resisted)
  • Control over work behaviour is brought about through negotiation, persuasion, manipulation through system ‘devices’ such as policies, rules and official procedures

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5
Q

What is the underlying purpose of management control??

A

Improved work performance.

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6
Q

What is the purpose of control systems?

A

To measure how effectively decisions have been translated into results.

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7
Q

What is the largest control system according to Egan?

A

organisational culture.

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8
Q

What are the 5 stages/activities of an organisational control system?

A
  1. Planning – objectives and targets

  2. Establishing –standards of performance

  3. Monitoring – actual performance

  4. Comparing – actual achievement against planned targets
  5. Rectifying – taking corrective action
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9
Q

Name some forms of control.

A
  • observance of legislation

  • organisational structure and role relationships

  • the type of production system and use of technology

  • measuring inputs, outputs, processes or people’s behaviour

  • recruitment, selection, socialisation, training and development

  • measuring performance of the organisation as a whole. Total quality control.
  • rewards
  • feedback
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10
Q

What is meant by “concertive control”?

A

Control that is not exercised by a manager, but by the value consensus of the team based on a system of normative rules.

I.e. workers form their own culture norms and develop means for their own control.

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11
Q

What are the 6 strategies/types of control according to Child?

A
  1. Personal centralised control
  2. Bureaucratic control
  3. Output control
  4. Electronic surveillance
  5. HRM control
  6. Cultural control
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12
Q

Name some characteristics of an effective control system.

A
  1. They should be understood by those who operate them.
  2. Draw attention to the critical activities important to organisational success
.
  3. Conform with organisational structure and be related to decision centres responsible for performance
.
  4. Be consistent with the objective of the activity to which it relates
.
  5. Report performance deviations as quickly as possible

  6. Be flexible 
.
  7. Be subject tot a continual review to assure effectiveness and appropriateness.
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13
Q

Define power.

A

The ability to have control or influence over people’s behaviour with or without their consent.

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14
Q

What are the 2 main sources of managerial stress?

A
  1. lack of power

2. office politics

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15
Q

What are the 3 types of authority according to Weber?

A
  1. Traditional
  2. Charismatic
  3. Legal-rational
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16
Q

What are the 3 types of power according to Etzioni?

A
  1. Coercive power (uses theats)
  2. Remunerative power (manipulates resources/rewards)
  3. Normative power (manipulates symbolic rewards)
17
Q

What does Etzioni mean by “involvement”? Name the 3 degrees.

A

Involvement = the degree of commitment by organisational members.

  1. Alienative involvement – members are involved against their wishes
    
2. Calculative involvement – motivated by rewards
  2. Moral involvement – based on belief in organisational values
18
Q

What types of power go hand-in-hand with what types of involvement (Etzioni)?

A
  1. Coercive power + alienative involvement
  2. Remunerative power + calculative involvement
  3. Normative power + moral involvement
19
Q

What 5 sources of power are there according to French & Raven?

A
  1. Reward power

  2. Coercive power

  3. Legitimate power

  4. Referent power

  5. Expert power
20
Q

Power can also arise from interpersonal sources, which are they?

A
  • personality
    
- experience
  • characteristics

  • talents
21
Q

What is meant by “negative powers”?

A

The ability to stop, delay, distort or disrupt things. This can be exercised by people of all levels

22
Q

What are the shortcomings of using primarily financial control systems?

A

They neglect the softer issues such as management style, employee motivation, shared values and corporate culture.

23
Q

What are some specific behaviours that can exercise influence according to Yukl?

A
  1. Rational persuasion – using logical arguments and factual persuasion

  2. Apprising – explaining personal benefits or career advancement

  3. Inspiration appeals – to values/ideas or attempt to gain commitment
    
4. Consultation – seeking support and assistance
    
5. Exchange – incentives or willingness to reciprocate

  4. Collaboration – providing relevant resources and assistance in exchange for proposed change

  5. Personal appeals – based on friendship or personal favour

  6. Ingratiation – use of praise or flattery

  7. Legitimating tactics – establishing legitimacy or verifying authority

  8. Pressure – use of demands, threats, frequent checking
    
11. Coalition tactics – seeking aid/support of others
24
Q

What is the trade-off when exercising control according to Stewart?

A
  1. trying to improve predictability of people’s actions


2. the desirability of encouraging individual and local responsiveness to changing situations

25
Q

What are the three forms of control according to Stewart?

A
  1. Direct control by orders, direct supervision and rules/regulations (crisis or training situations)

  2. Control through standardisation and specialisation
  3. Control through influencing people’s thoughts on what they should do (most effective)
26
Q

What are some factors that can affect the successful implementation of management control systems?

A
  1. Attitudes and response of staff

  2. Motivation
  3. Groups and informal organisation

  4. Leadership style and systems of management – which is a function of manager’s attitudes toward people (Theory X vs. Theory Y / Likert’s management systems)

  5. Consultation and participation
    
6. Organisation structure – mechanistic = more suited to traditional control system, organic structures = dependant on individual involvement and commitment to organisational aims.
27
Q

What is empowerment?

A

allowing employees greater freedom, autonomy and self-control over their work and responsibility for decision-making.

28
Q

What is the manager-subordinate relationship founded on?

A
  1. authority
  2. responsibility
  3. accountability
29
Q

What are the benefits of delegation?

A
  • better time-management
  • provides training/development opportunities
  • increases morale
  • increases job satisfaction
30
Q

Why are some reasons a manager fails to delegate successfully?

A
  • seeing the subordinate as incapable of doing a good job
  • fear of being blamed for subordinates’ mistakes
  • fear that the subordinate may do too good of a job and reflect bad on the manager
31
Q

3 reasons why employees subject themselves to control systems

A
  1. To get feedback on task performance
  2. To receive structure for tasks and performance measurement
  3. To receive reward where pay is based on performance
32
Q

What are the 5 basic activities of management?

A
  1. Clarifying goals and objectives
  2. Planning
  3. Organising
  4. Directing
  5. Controlling
33
Q

What are the 3 steps of the control process?

A
  1. Measuring actual performance
  2. Comparing performance against predefined standards
  3. Taking managerial action
34
Q

Name some mechanistic control methods.

A
  • Detailed rules & procedures whenever possible
  • Top-down authority (positional power)
  • Activity-based job descriptions
  • Extrinsic rewards
35
Q

Name some organic control methods.

A
  • Detailed rules & procedures only when necessary
  • Flexible authority (expert power)
  • Results-based job description
  • Extrinsic & intrinsic rewards
36
Q

What are the 5 control methods and explain them.

A
  1. Bureaucratic control
    - top-down (position power)
    - uses rewards/punishments
    - policies/rules
    - resistant to change
  2. Objective control
    - observable measures of worker behaviour & output
    - regulates on-the-job behaviour
    - rewards/incentives
  3. Normative control
    - careful selection of employees
    - observing experienced employees
  4. Concertive control
    - group values/norms regulate behaviour, not manager
    - group members control processes and output
  5. Self-control
37
Q

What does the Balanced Score Card measure?

A
  • Customer perspective
  • Internal perspective
  • Innovation & learning perspective
  • Financial perspective
38
Q

What is meant by “Economic Value Added (EVA)”?

A

The amount by which profits exceed cost of capital in a given year.

It shows whether a business, SBU, department is self-sustainable.

39
Q

What are 3 ways to control waste and pollution.

A
  • good housekeeping
  • material/product substitution
  • process modification

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