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Surveillance and control in organization


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Surveillance and control in organization

  3. 3. Definition of control Controlling is the process of measuring performance and taking action to ensure desired resultsControl consists of verifying whether everything occurs inconformity with the plan adopted, the instructions issued, andprinciples established. It„s object is to point out weaknesses anderrors in order to rectify them and prevent recurrence (Fayol :1949)
  4. 4. Definition of SurveillanceThe monitoring of the behaviour, activities,or other changing information, usually ofpeople for the purpose of influencing,managing, directing, or protecting(Lyon, David. 2007. Surveillance Studies: An Overview. Cambridge: Polity Press) The word surveillance is the French word for "watching over"; "sur" means "from above" and "veiller" means "to watch". The inverse (reciprocal) of surveillance is sousveillance "Sousveillance: Inventing and Using Wearable Computing Devices...", by Steve Mann, Jason Nolan and Barry Wellman, in Surveillance & Society 1(3), 2003
  5. 5. Control as part of Management To create structures ORGANIZING Measure Performance To ensure Take Corrective Action results CONTROLLING To inspire effort LEADING Set the direction PLANNING MANAGEMENT FUNCTIONS
  6. 6. OPERATIONALIZATION OFCONCEPTS Output Standard  Measures performance results in terms of quantity, quality, cost, or time. Input Standard  Measures work efforts that go into a performance task
  7. 7. EXAMPLES
  8. 8. BACKGROUND OF THEORY According to Henri Fayol, Control of an undertaking consists of seeing that everything is being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its object is to point out mistakes in order that they may be rectified and prevented from recurring. According to Harold Koontz, Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are accomplished. According to Stafford Beer, Management is the profession of control.
  9. 9. BACKGROUND OF THEORY Schermerhorn : 2007 Control begins with objectives and standards. Control measures actual performance. Control compares results with objectives and standards. Control takes corrective action as needed. Control focuses on work inputs, throughputs, and outputs.
  10. 10. BACKGROUND OF THEORY | CONTROL SYSTEMSTypes Of Control Systems Management By Exception  Focuses attention on substantial differences between desired and actual performance Feedforward Controls  Ensure the right directions are set and the right resource inputs are available Concurrent Controls  Ensure the right things are being done as part of work-flow operations Feedback Controls  Ensure that final results are up to desired standards
  11. 11. BACKGROUND OF THEORY | CONTROL SYSTEMS Types Of Control Systems WORK WORK WORK INPUTS THROUGHPUTSSchermerhorn : 2011 OUTPUTS Feed Forward Concurrent Controls Feedback Controls Controls Ensure the right Ensure the right directions are Ensure that things are being set and the right final results are done as part or resource input up to desired workflow are available standards operations Solve problem Solve Problem Solve Problem before occur while are occurring after they occur
  12. 12. ANALYZE THE THEORY |ORGANIZATIONAL CONTROL SYSTEMS AND TECHNIQUESManagement By Objectives MBO (Management By Objectives)  A process of joint objective setting between superior and subordinate PLANNING EXCECUTION
  13. 13. ANALYZE THE THEORY | CONTROL AND CONTROL SYSTEMSOrganizational Control Systemsand Techniques 1 2 3 4 Control Management Employee Quality control focuses on by objectives discipline is a is a foundation work inputs, integrates form of for Total throughputs, planning and managerial Quality and outputs. control. Management. controlling 5 6 Purchasing Breakeven and inventory analysis shows controls help where save costs. revenues will equal costs.
  14. 14. Feed Forward Control - Example The Company (Mc’Donald’s) require that hamburger bread suppliers produce to exact specifications John F. love : Mc’Donald’s Behind the Arches , Ray Kroc & Robert Anderson, Grinding It Out : The Making of Mc’Donald’s
  15. 15. Concurrent Controls - Example Managers Allow to Quickly spot and Correct any problems in the manufacturing cycle (Direct Supervision) Gregg Segal‟ “Hyundai Smokes the Competition,” Financial Times (January, 2010)
  16. 16. Feed Back Controls - Example Selling Must Go on at the same time, studied and solutions also implemented (Toyota Executives) Helping Ensure the safety of our customers and restoring confidence in Toyota are very important to our company
  17. 17. ReferencesFayol, Henri. 1949. General and Industrial Management. New York: Pitman Publishing. pp. 107–109Love, J. F. (1986). McDonalds: behind the arches. Toronto: Bantam Books.Lyon, D. (2007). Surveillance studies: An overview. Cambridge, UK: Polity.Kroc, R., Kroc, R., Anderson, R., & Anderson, R. (1977). Grinding it out: the making of McDonalds. Chicago: H. Regnery.Robbins, S. P., & Cenzo, D. A. (2008).Fundamentals of Management (6. ed.). Boston, Mass.: Pearson.Schermerhorn, J. R. (2011). Introduction to management (11th ed.). Hoboken, N.J.: Wiley.Schermerhorn, J. R. (2007). Exploring management: In modules. Princeton, NJ: Recording for the Blind & Dyslexic.
  18. 18. The foundationof control isInformation(Henry Schacht, Former CEO of Cummins Engine Company)
  19. 19. Thank you foryour attention Prepared by : SHAHRIL BUDIMAN “Control and surveillance at work” | 810089