第十一章 控制基础

Gao Junshan, UST Beijing
Personal • Intensive coverage observation • To read between the lines Statistical reports Oral reports Written reports
• Show relationships clearly and accurately • Help visualize the relationships • Fast • Allow feedback • Read words as well as tones and facial expressions • Formal, comprehensive and concise • Easy to catalog and referenced
Issues: National differences
Adjusting Controls for National Differences
Distance and the Formality of Controls
Fundamentals of Management: 13-17
Fundamentals of Management: 13-15
Gao Junshan, UST Beijing
Process and system: System
Contingency Factors in Control Systems
Contingency Variable Organization Size Small Large High Control Recommendations Informal, personal management Formal, impersonal management Many complex criteria Few, easy-to-measure criteria Increased number of controls Reduced number of controls Informal, self-control Formal, external controls Elaborate, comprehensive controls Loose, informal controls
• Other Issues on Control
– National differences, Dysfunctional side of control , Ethical issues of control
• Operational System and Technology
– Transformation system and technology overview – Improvement of operational system
t
t+1
t+2
t+3
t+4
t+5
Gao Junshan, UST Beijing
Fundamentals of Management: 13-8
Process and system: Process
Mid-Western Distributors’ Sales for July
(in hundreds of cases)
Do Nothing
Standard
Standard Acceptable?
No
Yes
Identify Causes
Revise Standard
Correct Performance
Fundamentals of Management: 13-11
Gao Junshan, UST Beijing
Process and system: System
Sources of Information Advantages • First hand and intimate knowledge Disadvantages • Perceptual biases • Time consuming • Obtrusiveness • Reports on only a few key areas • Lack of qualitative elements • Information may be filtered • Perceptual biases • Difficult to document • Indirect information • Perceptual biases of writers • Slower
Foundations of Control and Operational System
Fundamentals of Management: 13-1
Gao Junshan, UST Beijing
Where We Are
Part 1 Introduction Part 2 Planning Part 3 Organizing Part 4 Leading Part 5 Controlling
– Control Process: three steps of control – Control system: three approaches to control, three types of control; effective control system, contingency factors
Do Nothing
Taking Managerial Action
Correct Performance
Revise the Standard
Fundamentals of Management: 13-10 Gao Junshan, UST Beijing
Process and system: Process
Dos Equis Tecate Total Cases
225
80 170 4,300
220
65 286 4,464
(5)
(15) 116 164
Gao Junshan, UST Beijing
Fundamentals of Management: 13-9
Process and system: Process
Fundamentals of Management: 13-14
Gao Junshan, UST Beijing
Process and system: System
Qualities of an Effective Control System
• Reasonable criteria • Emphasis on exceptions • Strategic placement • Multiple criteria • Corrective action
Three Approaches to Control Systems
Market Control Bureaucratic Control Clan Control
Fundamentals of Management: 13-12
Gao Junshan, UST Beijing
Process and system: System
Summary of the Control Process
Compare Performance to Standard
Objectives Measure Performance Standard Attained?
No Yes
Do Nothing
Variance Acceptable?
No
Yes
Gao Junshan, UST Beijing
Position and Level
Low
High Low Open Closed High Low
Degree of Decentralization
Organizational Culture
Importance of an Activity
Fundamentals of Management: 13-16
Fundamentals of Management: 13-4
Gao Junshan, UST Beijing
Process and system: Process
The Three Steps of Control
Step I
Step II
Step III
Measuring actual performance
Comparing against standard
Taking actions to correct
Fundamentals of Management: 13-5
Gao Junshan, UST Beijing
Process and system: Process
How Managers Measure
Fundamentals of Management: 13-13
Gao Junshan, UST Beijing
Process and system: System
Qualities of an Effective Control System
• Accuracy
• Timeliness
• Economy • Flexibility • Understandability
Brand
Heineken Molson Beck’s Moosehead Labatt’s Corona
Standard
1,075 630 800 620 540 160
Actual
913 634 912 622 672 140
Over (Under)