Mgt4201#11

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Mgt4201#11

  1. 1. Principles of Management Basic Elements of Control Lecture 11
  2. 2. The Nature of Control in Organizations <ul><li>Control </li></ul><ul><ul><li>The regulation of organizational activities so that some targeted element of performance remains within acceptable limits. </li></ul></ul><ul><li>Benefits of Control </li></ul><ul><ul><li>Provides organizations with indications of how well they are performing in relation to their goals. </li></ul></ul><ul><ul><li>Provides a mechanism for adjusting performance to keep organizations moving in the right direction. </li></ul></ul>20–
  3. 3. Figure 20.1: The Purpose of Control 20–
  4. 4. The Nature of Control in Organizations (cont’d) <ul><li>Types of Controls </li></ul><ul><ul><li>Areas of Control </li></ul></ul><ul><ul><ul><li>Physical resources —inventory management, quality control, and equipment control. </li></ul></ul></ul><ul><ul><ul><li>Human resources —selection and placement, training and development, performance appraisal, and compensation. </li></ul></ul></ul><ul><ul><ul><li>Information resources —sales and marketing forecasts, environmental analysis, public relations, production scheduling, and economic forecasting. </li></ul></ul></ul><ul><ul><ul><li>Financial resources —managing capital funds and cash flow, collection and payment of debts. </li></ul></ul></ul>20–
  5. 5. Figure 20.2: Levels of Control 20–
  6. 6. The Nature of Control in Organizations (cont’d) <ul><li>Types of Controls (cont’d) </li></ul><ul><ul><li>Responsibilities for Control </li></ul></ul><ul><ul><ul><li>Controller —a position in organizations that helps line managers with their control activities. </li></ul></ul></ul>20–
  7. 7. Figure 20.3: Steps in the Control Process 20–
  8. 8. The Nature of Control in Organizations (cont’d) <ul><li>Steps in the Control Process (cont’d) </li></ul><ul><ul><li>Establish standards </li></ul></ul><ul><ul><ul><li>Control standard—a target against which subsequent performance will be compared. </li></ul></ul></ul><ul><ul><ul><ul><li>Should be expressed in measurable terms. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Should be consistent with organizational goals. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Should be identifiable indicators of performance. </li></ul></ul></ul></ul><ul><ul><li>Measure performance </li></ul></ul><ul><ul><ul><li>Performance measurement is a constant, ongoing process. </li></ul></ul></ul><ul><ul><ul><li>Performance measures must be valid indicators (e.g., sales, costs, units produced) of performance. </li></ul></ul></ul>20–
  9. 9. The Nature of Control in Organizations (cont’d) <ul><li>Steps in the Control Process (cont’d) </li></ul><ul><ul><li>Compare performance against standards </li></ul></ul><ul><ul><ul><li>Define what is a permissible deviation from the performance standard. </li></ul></ul></ul><ul><ul><ul><li>Utilize the appropriate timetable for measurement. </li></ul></ul></ul><ul><ul><li>Consider corrective action </li></ul></ul><ul><ul><ul><li>Maintain the status quo (do nothing). </li></ul></ul></ul><ul><ul><ul><li>Correct the deviation to bring operations into compliance with the standard. </li></ul></ul></ul><ul><ul><ul><li>Change the standard if it was set too high or too low. </li></ul></ul></ul>20–
  10. 10. Figure 20.4: Forms of Operations Control 20–
  11. 11. Financial Control <ul><li>Financial Control </li></ul><ul><ul><li>Control of financial resources (revenues, shareholder investments) as they: </li></ul></ul><ul><ul><ul><li>Flow into the organization revenues </li></ul></ul></ul><ul><ul><ul><li>Are held by the organization as working capital, retained earnings </li></ul></ul></ul><ul><ul><ul><li>Flow out of the organization as payment of expenses </li></ul></ul></ul>20–
  12. 12. Financial Control (cont’d) <ul><li>Budgetary Control </li></ul><ul><ul><li>Budgets </li></ul></ul><ul><ul><ul><li>May be established at any organizational level. </li></ul></ul></ul><ul><ul><ul><li>Are typically for one year or less. </li></ul></ul></ul><ul><ul><ul><li>May be expressed in financial terms, units of output, or other quantifiable factors. </li></ul></ul></ul><ul><ul><li>Purposes of budgets </li></ul></ul><ul><ul><ul><li>Help managers coordinate resources and projects. </li></ul></ul></ul><ul><ul><ul><li>Help define the established standards for control. </li></ul></ul></ul><ul><ul><ul><li>Provide guidelines about the organization’s resources and expectations. </li></ul></ul></ul><ul><ul><ul><li>Enable the organization to evaluate the performance of managers and organizational units. </li></ul></ul></ul>20–
  13. 13. Other Tools of Financial Control <ul><li>Financial Statements </li></ul><ul><ul><li>Financial statement </li></ul></ul><ul><ul><ul><li>A profile of some aspect of an organization’s financial circumstances. </li></ul></ul></ul><ul><ul><li>Balance sheet </li></ul></ul><ul><ul><ul><li>A listing of assets (current and fixed), liabilities (short- and long-term), and stockholders’ equity at a specific point in time (typically, year-ending) that summarizes the financial condition of the organization. </li></ul></ul></ul><ul><ul><li>Income statement </li></ul></ul><ul><ul><ul><li>Summary of financial performance—revenues less expenses as net income (i.e., profit or loss)—over a period of time, usually one year. </li></ul></ul></ul>20–
  14. 14. Other Tools of Financial Control (cont’d) <ul><li>Ratio Analysis </li></ul><ul><ul><li>The calculation of one or more financial ratios to assess some aspect of the organization’s financial health. </li></ul></ul><ul><ul><ul><li>Liquidity ratios </li></ul></ul></ul><ul><ul><ul><li>Debt ratios </li></ul></ul></ul><ul><ul><ul><li>Operating ratios </li></ul></ul></ul><ul><li>Financial Audit </li></ul><ul><ul><li>An independent appraisal of an organization’s accounting, financial, and operational systems. </li></ul></ul><ul><ul><ul><li>External audits </li></ul></ul></ul><ul><ul><ul><li>Internal audits </li></ul></ul></ul>20–
  15. 15. Structural Control <ul><li>Bureaucratic Control </li></ul><ul><ul><li>A form of organizational control characterized by formal and mechanistic structural arrangements. </li></ul></ul><ul><li>Decentralized control </li></ul><ul><ul><li>An approach to organizational control based on informal and organic structural arrangements. </li></ul></ul>20–
  16. 16. Figure 20.6: Organizational Control 20–
  17. 17. Strategic Control <ul><li>Integrating Strategy and Control </li></ul><ul><ul><li>Strategic control </li></ul></ul><ul><ul><ul><li>Is aimed maintaining an effective alignment with the environment and moving toward achieving strategic goals. </li></ul></ul></ul><ul><ul><ul><li>Focuses on structure, leadership, technology, human resources, and informational and operational systems. </li></ul></ul></ul><ul><ul><ul><li>Focuses on the extent to which implemented strategy achieves the organization’s goals. </li></ul></ul></ul><ul><ul><li>International Strategic Control </li></ul></ul><ul><ul><ul><li>Focuses on whether to manage the global organization from a centralized or decentralized perspective. </li></ul></ul></ul><ul><ul><ul><ul><li>Centralization creates more control and coordination, whereas decentralization fosters adaptability and innovation. </li></ul></ul></ul></ul>20–
  18. 18. Managing Control in Organizations <ul><li>Characteristics of Effective Control </li></ul><ul><ul><li>Integration with planning </li></ul></ul><ul><ul><li>Flexibility </li></ul></ul><ul><ul><li>Accuracy </li></ul></ul><ul><ul><li>Timeliness </li></ul></ul><ul><ul><li>Objectivity </li></ul></ul>20–
  19. 19. Managing Control in Organizations (cont’d) <ul><li>Resistance to Control Due To: </li></ul><ul><ul><li>Overcontrol </li></ul></ul><ul><ul><li>Inappropriate Focus </li></ul></ul><ul><ul><li>Rewards for Inefficiency </li></ul></ul><ul><ul><li>Too much accountability </li></ul></ul>20–
  20. 20. Overcoming Resistance to Control <ul><li>Resistance to control can be overcome by: </li></ul><ul><ul><li>Designing controls integrated with organizational planning and aligned with goals and standards. </li></ul></ul><ul><ul><li>Creating flexible, accurate, timely, and objective controls. </li></ul></ul><ul><ul><li>Avoiding overcontrol in the implementation of controls. </li></ul></ul><ul><ul><li>Guarding against controls that reward inefficiencies. </li></ul></ul><ul><ul><li>Encouraging employee participation in the planning and implementing of control systems. </li></ul></ul><ul><ul><li>Developing a system of checks and balances that can verify the accuracy of performance indicators. </li></ul></ul>20–
  21. 21. Key Terms <ul><li>control </li></ul><ul><li>operations control </li></ul><ul><li>financial control </li></ul><ul><li>structural control </li></ul><ul><li>strategic control </li></ul><ul><li>controller </li></ul><ul><li>control standard </li></ul><ul><li>preliminary control </li></ul><ul><li>screening control </li></ul><ul><li>postaction control </li></ul><ul><li>budget </li></ul><ul><li>financial statement </li></ul><ul><li>balance sheet </li></ul><ul><li>income statement </li></ul><ul><li>ratio analysis </li></ul><ul><li>audits </li></ul><ul><li>bureaucratic control </li></ul><ul><li>decentralized control </li></ul>20–

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