The document discusses various types of organizational control systems including feedforward, concurrent, and feedback control. It describes how these different control systems can be used to anticipate problems, monitor ongoing processes, and evaluate outputs. Specific examples are given of how different organizations implement various control strategies like budgeting, quality management programs, and financial reporting.

1. Merve Mart Yiğit Emre Özaltın Müge Özvarol

8. Anticipates problems Solves problems as they happen Solves problems after they occur Concurrent control Feedback control Feedforward control Focus is on inputs ongoing processes outputs Focus is on Focus is on

16. If Inadequate If Adequate Adjust Standards Adjust Performance Feedback Establish Strategic Goals 1. Establish standards of performance. 2. Measure actual performance. 3. Compare performance to standards. 4. Take corrective action. 4. Do nothing or provide reinforcement.

31. Bureaucratic Control Decentralized Control Uses detailed rules and procedures formal control systems Limited use of rules,relies on values, group and self control, selection and socialiation Top-down autorty, formal hierarchy, position power. Flexieble authority, falt structure, expert power, everyone monitors quality Task related job descriptions; measurable standarts define minimum performance Results-based job descriptions; Emphasis on goals to be achieved Emphasis on extrinsic rewards (pay, benefits,status) Extrinsic and intrinsic rewards (meaningful work, opportunities for growth) Rewards given for meeting individual performance standards Rewards individual and team; emphasis on equity across employees Limited formalized employee participation Broad employee participation

36. Positive Factors Negative Factors Tasks make high skill demands on employees Management expectations are unrealisticlly high TQM serves to enrich jobs and motivate employees Middle managers are dissatisfed about loss of authority Problem-solving skills are improved for all employees Workers are dissatisfied with other aspects of organizational life Participation and teamwork are used to tackle significant problems Union leaders are left out QC discussions Continuous improvement is a way of life Managers wait for big, dramatic innovations

50. Financial Performance Internal Business Processes Customer Services Learning and Growth