Mosley 9e ppt_ch13
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Transcript of Mosley 9e ppt_ch13
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER 13
EXERCISING CONTROL
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2
• Define control and explain how it relates to planning• Discuss the characteristics of effective control
systems • Discuss the three types of control systems• Discuss the four steps in the control process
LEARNING OBJECTIVES
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• Identify the different types of standards• Explain the importance of strategic control
points• Discuss management by exception• Discuss the impact of technology on control
LEARNING OBJECTIVES
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• Compares actual performance with planned performance and takes corrective action to ensure objectives are achieved
• Phases• Anticipating things that could go wrong and taking
preventive measures to see that they don’t • Monitoring performance to compare what is
happening with what is supposed to be happening• Correcting performance problems that occur
• Linked to planning - Controlling is the process supervisors use to help carry out their plans
CONTROL
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EXHIBIT 13.1 - MURPHY’S LAWS
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CHARACTERISTICS OF EFFECTIVE CONTROL SYSTEMS
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TYPES OF CONTROL SYSTEMS
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EXHIBIT 13.3 - TIPS FOR ESTABLISHING PREVENTIVE CONTROLS
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EXHIBIT 13.4 - THE PROCESS OF CONTROL
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• Standard: Unit of measurement that serves as a reference point for evaluating results• Types• Tangible standards: Clear, concrete, specific,
and measurable• Numerical standards• Physical standards• Monetary standards
• Intangible standards: Relate to human characteristics and so are difficult to measure
ESTABLISHING PERFORMANCE STANDARDS
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• Standards are set by:• Supervisors based on the time required to
perform tasks, the quality necessary, and the expected employee behavior
• The various staff departments on specific areas
ESTABLISHING PERFORMANCE STANDARDS
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• How often to measure • Establish strategic control points to facilitate
any adjustments that need to be made• Consider the importance of the job and the level
of measurement of progress it warrants • How to measure• Personal observation• Written or oral reports by or about employees• Automatic methods• Inspections, tests, or samples
MEASURING PERFORMANCE
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EXHIBIT 13.6 - SETTING STRATEGIC CONTROL POINTS IN THE CONTROL PROCESS
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• To understand the reason for the difference between planned and actual performance, supervisor must:• Determine the reasons for below-average
performance
• Compare results that are substantially above standard to determine why they varied from standard
• Find out the opinions of those close to a problem to determine why standards are not being met
COMPARING PERFORMANCE WITH STANDARDS AND ANALYZING DEVIATIONS
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• Involves modifying, adjusting, and fine-tuning in response to problems encountered• Essential to pull off important tasks or maintain
standards
TAKING CORRECTIVE ACTION IF NECESSARY
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MANAGEMENT BY EXCEPTION
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EXHIBIT 13.8 - MANAGEMENT BY EXCEPTION
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• Decision making and control have shifted downward to lower levels of management• Digital monitoring - Enables supervisors to give
instructions and control operations from a distance away from those activities
IMPACT OF TECHNOLOGY ON CONTROL
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• Concurrent controls• Feedback controls• Feedforward controls• Intangible standards• Management by
exception• Monetary standards
IMPORTANT TERMS
• Numerical standards• Physical standards• Standard• Strategic control
point• Tangible standards• Time standards