CONTROL OF RESULTS AND BEHAVIOR CONTROL

1. CONTROL OF RESULTS AND
BEHAVIOR CONTROL
Universidad Colegio Mayor de Cundinamarca
Management information systems
Economics.
Leidy Pineda P.
Melissa Prieto M.

2. “
2
Then
measure if
goals are
being
achieved at
all level
Administrators
design it for their
organizations
First: They
choose the goals
that will better
measure the
efficiency, quality,
innovation and
responsiveness.
The 3 main
mechanisms.
Financial measures01
Goals organizations02
Operating budgets03
CONTROLOFRESULTS

3. Utility Reasons:
Measure the
efficiency of
resource use to
generate profits
Leverage ratios:
Measure the
extent to which
borrowing is
used to finance
activities
Liquidity
Reasons:
Measure the
protection of
resources to
meet short-
term
obligations
Activity
Reasons:
Measure value
creation with
organizational
assets
Financial Performance
Measures
3
Interest in the overall performance of the organization

4. E
D
C
B
A
Performance
Standards
for Divisions
and
Functions
What?
Goals for
Individual
Divisions
Enterprise level
administrators
Goals for
each
individual
worker
Functional
Managers
Setting
goals in all
organization
s to achieve
goals
How?
Goals for
each
function
Managers
ORGANIZATIONALGOALS

5. 5
Operating budgets
 Expresses the way in which
organizational resources are
intended to be used to
achieve goals
 After establishing
organizational goals, you must
establish operating budgets
to regulate how efficiently
goals are achieved

6. PROBLEMS WITH THE CONTROL OF RESULTS
6
Some mistakes should be avoided.
Interest in long-term
efficiency should be
shown.
Beware of flexibility.
High management
relationship - lower
managers
Monitor the effects constantly.

7. 7
Behavior control
It has 3 control
mechanisms, to make
the organizational
structure work as
planned.
It is a
method of
motivating
employees.

8. Direct supervision.
01
Way to motivate
employees
It is expensive to hire more staff than this
person in charge of supervising the other
employees
It can discourage employees from
having a supervisor all the time and
don’t do well whit their activities.
The more complex the position is,
the more difficult it is for a
supervisor to evaluate the work well

9. Management by objetives
Set specific goals and
objetives at each level of
the organization.
In the companies the
responsibilities of the
production of goods and
services have been
decentralized, funtions
crossed with authority for the
decision making.
The managers and their
subordinates jointly
determine the goals of
subordinates
Managers and their
subordinates periodically
review progress toward
achieving their goals.
01
02
03
Sample
text

10. Bureaucratic control.
Is the control by
means of a wide
system f standard
rules and
procedures of
operation (PEO)
PEO guide beavior
and specify what
employees should
do when faced with
a problem that
needs to be
addressed.
To the extent that
managers can make
behavior
predictable, there is
not need to monitor
the outcomes of
such behavior
Standardized
behavior leads to
standardized results.
Staff are trained to
follow rules that
have proven to be
effective in a give
situation

11. Thanks!