© Prentice Hall, 2005   1-1
Objectives          1. A definition of control          2. A thorough understanding of the controlling subsystem          ...
The Fundamentals of Controlling Defining              Control        Control is making something happen the way it was pl...
The Fundamentals of Controlling Defining                Controlling        The            Controlling Subsystem        ...
The Fundamentals of Controlling© Prentice Hall, 2005                                     1-5
The Fundamentals of Controlling© Prentice Hall, 2005                                     1-6
The Fundamentals of Controlling Defining                 Controlling (continued)        The            Controlling Proce...
The Fundamentals of Controlling Defining                 Controlling (continued)        The            Controlling Proce...
The Fundamentals of Controlling Types                 of Control        Precontrol        Concurrent           Control ...
The Controller and Control The            Job of the Controller        Financial dimensions of the organization:         ...
The Controller and Control© Prentice Hall, 2005                                1 - 11
The Controller and Control© Prentice Hall, 2005                                1 - 12
Power and Control A        Definition of Power        Authority is the right to command or give orders        Power is th...
Power and Control Steps                 for Increasing Total Power        1. Sense of obligation toward the manager      ...
Performing the Control Function Potential              Barriers to Successful Controlling        Long-Term           Ver...
Performing the Control Function Making                Controlling Successful        Specific         Organizational Acti...
Questions© Prentice Hall, 2005               1 - 17
Upcoming SlideShare
Loading in …5
×

Chap20

246 views

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
246
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
8
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Chap20

  1. 1. © Prentice Hall, 2005 1-1
  2. 2. Objectives 1. A definition of control 2. A thorough understanding of the controlling subsystem 3. An appreciation for various kinds of control and for how each kind can be used advantageously by managers 4. Insights into the relationship between power and control 5. Knowledge of the various potential barriers that must be overcome to implement successful control 6. An understanding of steps that can be taken to increase the quality of a controlling subsystem© Prentice Hall, 2005 1-2
  3. 3. The Fundamentals of Controlling Defining Control Control is making something happen the way it was planned Planning and control are virtually inseparable functions Siamese twins of management Murphy’s Law© Prentice Hall, 2005 1-3
  4. 4. The Fundamentals of Controlling Defining Controlling The Controlling Subsystem The Controlling Process  Measuring Performance  How to Measure  What to Measure© Prentice Hall, 2005 1-4
  5. 5. The Fundamentals of Controlling© Prentice Hall, 2005 1-5
  6. 6. The Fundamentals of Controlling© Prentice Hall, 2005 1-6
  7. 7. The Fundamentals of Controlling Defining Controlling (continued) The Controlling Process (continued)  Comparing Measured Performance to Standards General Electric (GE) standards: 1. Profitability 2. Market position 3. Productivity 4. Product leadership 5. Personnel development 6. Employee attitudes 7. Social responsibility 8. Reflecting the relative balance between short- and long-range goals© Prentice Hall, 2005 1-7
  8. 8. The Fundamentals of Controlling Defining Controlling (continued) The Controlling Process (continued)  Taking Corrective Action  Recognizing Problems  Recognizing Symptoms© Prentice Hall, 2005 1-8
  9. 9. The Fundamentals of Controlling Types of Control Precontrol Concurrent Control Feedback Control© Prentice Hall, 2005 1-9
  10. 10. The Controller and Control The Job of the Controller Financial dimensions of the organization: 1. Profits 2. Revenues 3. Costs 4. Investments 5. Discretionary expenses How Much Control Is Needed?© Prentice Hall, 2005 1 - 10
  11. 11. The Controller and Control© Prentice Hall, 2005 1 - 11
  12. 12. The Controller and Control© Prentice Hall, 2005 1 - 12
  13. 13. Power and Control A Definition of Power Authority is the right to command or give orders Power is the ability to influence others so they take orders Total Power of a Manager Position power Personal power© Prentice Hall, 2005 1 - 13
  14. 14. Power and Control Steps for Increasing Total Power 1. Sense of obligation toward the manager 2. Belief that the manager possesses a high level of expertise 3. Sense of identification with the manager 4. Perception that they are dependent on the manager© Prentice Hall, 2005 1 - 14
  15. 15. Performing the Control Function Potential Barriers to Successful Controlling Long-Term Versus Short-Term Production Employee Frustration and Morale Filing of Reports Perspective of Organization Members Mean Versus Ends© Prentice Hall, 2005 1 - 15
  16. 16. Performing the Control Function Making Controlling Successful Specific Organizational Activities Being Focused On Different Kinds of Organizational Goals Timely Corrective Action Communication of the Mechanics of the Control Process© Prentice Hall, 2005 1 - 16
  17. 17. Questions© Prentice Hall, 2005 1 - 17

×