Professional Documents
Culture Documents
Steven P. Robbins
Mary Coulter
control systems.
Discuss the reasons why control is important.
Explain the planning-controlling link.
182
organizational performance.
controls.
Explain the types of financial and information
183
interactions.
Discuss what corporate governance is and how
its changing.
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Control
The process of monitoring activities to ensure
185
Market Control
Emphasizes the use of external market
market share
Bureaucratic Control
Emphasizes organizational authority and relies on
186
187
Exhibit 18.2
188
performance.
2. Comparing actual
performance against a
standard.
3. Taking action to correct
deviations or
inadequate standards.
189
Exhibit 18.3
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Sources of
Control Criteria
Information
Personal observation
Statistical reports
Oral reports
Written reports
Employees
Satisfaction
Turnover
Absenteeism
Budgets
Costs
Output
Sales
Copyright 2005 Prentice Hall, Inc. All rights
reserved.
1811
Exhibit 18.4
1812
(forecast or budget).
The size (large or small) and direction (over or
1813
Exhibit 18.5
1814
Exhibit 18.6
1815
Courses of Action
Doing nothing
Only if deviation is judged to be insignificant.
at once.
Basic corrective action to locate and to correct the
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high.
1817
Exhibit 18.7
1818
What Is Performance?
The end result of an activity
What Is Organizational
Performance?
The accumulated end results of all of the
activities.
Coordinating the work of employees
Copyright 2005 Prentice Hall, Inc. All rights
reserved.
1819
Organizational Productivity
Productivity: the overall output of goods
and facilities)
Ultimately, a measure of how efficiently
1820
Organizational Effectiveness
Measuring how appropriate organizational goals are
constituencies needs.
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Corporate Culture
Audits
Profits
Return on revenue
Return on
shareholders equity
Growth in profits
Revenues per
employee
Compensation and
benefits surveys
Customer
satisfaction
surveys
assets
Revenues per dollar of
equity
Copyright 2005 Prentice Hall, Inc. All rights
reserved.
1822
Exhibit 18.8
1823
Feedforward Control
A control that prevents anticipated problems
Concurrent Control
A control that takes place while the monitored
activity is in progress.
Direct supervision: management by walking
around.
Copyright 2005 Prentice Hall, Inc. All rights
reserved.
1824
Feedback Control
A control that takes place after an activity is
done.
Corrective action is after-the-fact, when the
1825
Exhibit 18.9
1826
Traditional Controls
Ratio analysis
Liquidity
Leverage
Other Measures
Economic Value
Added (EVA)
(MVA)
Activity
Profitability
Budget Analysis
Quantitative
standards
Deviations
Copyright 2005 Prentice Hall, Inc. All rights
reserved.
1827
Exhibit 18.10a
1828
Exhibit 18.10b
1829
Other Measures
Economic Value Added (EVA)
How much value is created by what a company
return projects.
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Balanced Scorecard
A measurement tool that uses goals set by
people/innovation/growth assets
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Benchmarking
The search for the best practices among
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organization.
3. Develop best practices reward and recognition
systems.
4. Communicate best practices throughout the
organization.
5. Create a best practices knowledge-sharing
system.
6. Nurture best practices on an ongoing basis.
Copyright 2005 Prentice Hall, Inc. All rights
reserved.
Exhibit 18.11
1835
Cross-Cultural Issues
The use of technology to increase direct
foreign countries
Difficulty with the comparability of data
1836
Workplace Concerns
Workplace privacy versus workplace monitoring:
E-mail, telephone, computer, and Internet usage
Productivity, harassment, security, confidentiality,
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Internet use
54.7%
Telephone use
44.0%
E-mail messages
38.1%
Computer files
30.8%
14.6%
Phone conversations
11.5%
6.8%
Source: Based on S. McElvoy, E-Mail and Internet Monitoring and the Workplace: Do
Employees Have a Right to Privacy? Communications and the Law, June 2002, p. 69.
Exhibit 18.12
1838
Exhibit 18.13
1839
42%
29%
23%
14%
10%
Struck a co-worker
Source: Integra Realty Resources, October-November Survey of Adults
18 and Over, in Desk Rage. BusinessWeek, November 20, 2000, p. 12.
2%
Exhibit 18.14
1840
Exhibit 18.15
1841
Customer Interactions
Service profit chain
The service sequence from employees to customers to
profit: service capability affects service value which
impacts on customer satisfaction that, in turn, leads to
customer loyalty in the form of repeat business (profit).
Corporate Governance
The system used to govern a corporation so that
1842
Exhibit 18.16
1843