Week 10 - foundations of control

Question 1

explain the controlling function steps

Answer 1

set standards
measure performance
compare performance with standards
take corrective action

Question 2

define control

Answer 2

The management function that involves monitoring activities to ensure that they’re being accomplished as planned and correcting any significant deviations.

Question 3

why is control important?

Answer 3

Monitors plans
Empowers employees through plans and feedback
Protects the business and the workplace

Question 4

explain the plan controlling link steps and stage

Answer 4

planning:
goals
objectives
strategies
plans

organising:
structure
HRM management

Leading:
motivation
leadership 
communication
individual and group behaviour

Controlling:
standards
measurements
comparison
actions

Question 5

define the 3 steps in the control process

Answer 5

1. measure
2. compare
3. act

see slide 8

Question 6

criteria for measurement

Answer 6

What managers measure is probably more important to the control process than how they measure.

Control criteria applicable to any management situation:
Direct the activities of others
Employee satisfaction
Turnover and absenteeism rates 
Budgets
Costs
Production rates

Question 7

Managerial Action to Correct Deviations or Address Inadequate Standards

• Managers can choose among 3 possible courses of action

Answer 7

Do nothing
Correct actual performance
Revise the standards

Question 8

Discuss the types of controls organisations and managers use
> When Should Managers Control?

Answer 8

BEFORE = Feedforward Control
DURING = Concurrent Control
AFTER = Feedback Control

see slide for pic 12

Question 9

Discuss the types of controls organisations and managers use (information controls)

Answer 9

Management information system (MIS):
A system used to provide management with needed information on a regular basis

Managers deal with information controls
As a tool to help them control other organisational activities
As an organisational area they need to control

Question 10

Balanced Scorecard Control of Organisational Performance

Answer 10

The balanced scorecard  approach is a way to evaluate organisational performance from more than just the financial perspective. Traditionally, a balanced scorecard looked at four areas that contribute to a company’s performance: 
Financial
Customer
Internal processes
People/innovation/growth assets

Question 11

What Contemporary Control IssuesDo Managers Confront?

Answer 11

Employee performance
Cultural differences
Workplace technology
Employee theft
Workplace conflict

Question 12

controlling employee theft

Answer 12

see slide 18

Question 13

define conflict

Answer 13

Perceived differences resulting in interference or opposition

Question 14

define the traditional view of conflict

Answer 14

The view that all conflict is bad and must be avoided

Question 15

define human relations view of conflict

Answer 15

The view that conflict is natural and inevitable and has the potential to be a positive force

Question 16

define interactionist view of conflict

Answer 16

The view that some conflict is necessary for an organisation to perform effectively

Question 17

define functional conflicts

Answer 17

Conflict that’s constructive and supports an organisation’s goals

Question 18

define dysfunctional conflict

Answer 18

Conflict that’s destructive and prevents an organisation from achieving its goals

Question 19

define task conflict

Answer 19

Conflict that relates to the content and goals of work

Question 20

define relationship conflict

Answer 20

Conflict that focuses on interpersonal relationships

Question 21

define process conflict

Answer 21

Conflict that refers to how the work gets done

Question 22

explain different type of workplace conlifct that need to be controlled

Answer 22

Conflict: Perceived differences resulting in interference or opposition

Traditional view of conflict: The view that all conflict is bad and must be avoided

Human relations view of conflict: The view that conflict is natural and inevitable and has the potential to be a positive force

Interactionist view of conflict: The view that some conflict is necessary for an organisation to perform effectively

Functional conflicts: Conflict that’s constructive and supports an organisation’s goals

Dysfunctional conflicts: Conflict that’s destructive and prevents an organisation from achieving its goals

Task conflict: Conflict that relates to the content and goals of work

Relationship conflict: Conflict that focuses on interpersonal relationships

Process conflict: Conflict that refers to how the work gets done

Question 23

conflict managers options (strategies)

Answer 23

Avoidance - conflict is trivial, emotions are high and time is needed to cool them down, or when potential diruptopn from an assertive action outweighs the benefits of resolution

Accomodation - Issue under dispute isn;t that important to you or you want to build up credits for later issues

Forcing - Quick resolution needed on important issues that require unpopular actions to be taken

Compromise - conflicting parties are about equal in power, it is desirable to achieve a temporary solution to a couplex issue or time pressures demand an expedient solution

Collaboration - time pressures are minimal, all parties want a win win solution and the issue is too important to be compromised

Question 24

explain control of employee behaviour

Answer 24

Theory X versus Theory Y managers
Dysfunctional effects (e.g. micro-managing)
Clan control (group coercion, group think)
Hidden control (IT)
The panopticon

Question 25

possible exam question:
13.3 Discuss the types of controls organisations and managers use

Define and explain the feedforward, concurrent, and feedback types of control. Then explain how these would work for any TWO of the following 
a financial budget
a sales plan
a planned change in the organisation
employee performance management

Answer 25

squashi ass