Sistem target-setting, monitoring, evaluation, dan feedback formal yang memberikan informasi kepada...
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![Page 1: Sistem target-setting, monitoring, evaluation, dan feedback formal yang memberikan informasi kepada manajer bagaimana efektif dan efisiennya strategi.](https://reader036.fdocument.pub/reader036/viewer/2022062308/56649e895503460f94b8eb29/html5/thumbnails/1.jpg)
PENGENDALIAN ORGANISASI DAN PERUBAHAN
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CONTROL SYSTEM
Sistem target-setting, monitoring, evaluation, dan feedback formal yang memberikan informasi kepada manajer bagaimana efektif dan efisiennya strategi dan struktur organisasi berfungsi
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CONTROLLING
Proses dimana manajer mengendalikan dan mengatur bagaimana efisien dan efektifnya organisasi dan seluurh anggotanya dalam menjalankan aktivitas dan mencapai tujuan organisasinya
Membantu manajer mencapai: the four building blocks of competitive advantage.
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THREE TYPES OF CONTROLLING
Input Stage
Output
Stage
Conversion Stage
Feedforward Control Concurrent Control Feedback Control
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STEPS OF CONTROL PROCESS
1 2
34
Establish the standards of performance is to be
evaluatedMeasure actual performance
Compare actual performance against chosen standards of performance
Evaluate the result and initiate corrective actions
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THREE ORGANIZATIONAL CONTROL SYSTEM
Control
OutputBehavio
r
Clan
Financial measures of performanceOrganizational Goals
Operating Budget
Direct SupervisionManagement by ObjeciveRules and standard Operating Prosedures
ValuesNorms
Socialization
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OUTPUT CONTROL
Financial Performance
1 Profit Ratio How efficiently managers are using the organizational resources to generate profit
Return on Investment(ROI)
Operating Margin
=Net profit before
taxesTotal assets
=Total Operating
ProfitSales Revenue
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OUTPUT CONTROL
Financial Performance
2 Liquidity Ratios
Measure how well managers have protected organizational resources to be able to meet short-term obligation
Current Ratio Quick Ratio
=Current Assets
Current Liabilities=
Current Asset - Inventory
Current Liabilities
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OUTPUT CONTROL
Financial Performance
3Leverage
RatioMeasure the degree to which managers use debt (borrow money) or equity (issue new share) to finance ongoing operation
Debt-to-assets Ratio Time-covered Ratio
=Total Debts
Total Assets=
Profit before interest and taxes
Total interest charges
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OUTPUT CONTROL
Financial Performance
4Activity Ratio
Measure how well managres are cretaing value from organizational assests
Inventory Turnover Time-covered Ratio
=Cost of Good Sold
Inventory=
Current accont receivable
Sales for period devided by days in
period
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ORGANIZATIONAL GOALS
1
3
2Corporate-level managers set goals for individual
divisions that will allow the organization to achieve
corporate goals
Divisional-level managers set goals for each function that will allow the division to achieve its goals
Functional level managers set goals for each
individual worker that will allow the function to
achieve its goals
SMART goalsSpecific – Measurable – Attainable – Realistic - Timely
Organizational Goals
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ORGANIZATIONAL GOALS
Blueprints state how that state how managers intend to use organizational resources to
achieve organizational goals
Operating Budgets
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BEHAVIOR CONTROL
• Organizational structure by itself does not provide any mechanism that managers and non managerial employee to behave in ways that make the structure work
• One method of motivating employee • Types: Direct Supervision, Management by
Objective, and Bureaucratic Control
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BEHAVIOR CONTROL
Direct Supervision • Actively monitor and observe the behavior of
their subordinates• Teach subordinates the behavior that are
appropriate and inappropriate• Intervene to take corrective actions as
needed• Lead by examples
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BEHAVIOR CONTROL
Management by Objective (MBO) • A goal setting process in which a manager
and each of his/her subordinates negotiate specific goals and objectives for the subordinates to achieve and then periodically evaluate the extent to which the subordinate is achieving those goals.
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BEHAVIOR CONTROL
Management by Objective (MBO)
1
3
2Specific goals and objectives are established
at each level of organization
Managers and their subordinates together determine the subordinate’s goal
Managers and their subordinates periodically review the subordinate’s progress toward meeting
goals
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ORGANIZATIONAL GOALS
Bureaucratic Control • Control of behavior by means of a
comprehensive system of rules and standard operating procedures
• Make employees’ behavior predictable
Behavior Control
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CLAN CONTROL
The control exerted on individual and groups in an organization by shared value, norms, standards of behavior and expectation
Function: • To shape the behavior of organizational member
to ensure they are working toward organizational goals and to take corrective actions if those goals are nit being met
• To keep organizational members focused on thinking about wahat is best for their organization in the future and to keep them looking for new opportunities to use organizational resources to create value
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ORGANIZATIONAL CHANGEThe movement of organization away from its present state to increase its efficiency and effectiveness
Need to improve operatio
ns
Need to respond to new events
Managers must balance the need for an organization to improve the way it currently
operates and the need for it to change in response to new, unanticipated events
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ORGANIZATIONAL CHANGEKurt Lewin’s Force-Field Theory of Change
Force for Change Force for Change
Resistance for ChangeResistance for ChangeLe
vel of
Perf
orm
ance
P1
P2
Change RevolutionaryRapidDramaticBroadly Focused
EvolutionaryGradual
IncrementalNarrowly focused
(Bottom-up Change) (Top-down Change)
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ORGANIZATIONAL CHANGEManaging Change
1 2
34
ASSESS THE NEED FOR CHANGE
• Recognize that there is a problem
• Identify the source of the problem
DECIDE ON THE CHANGE TO MAKE• Decide what the
organization’s ideal future state would be
• Identify obstacles to change
IMPLEMENT THE CHANGE• Decide whether the
change will occur from the top-down or form the bottom-up
EVALUATE THE CHANGE• Compare pre-change performance with post-
change performance• Use banchmarking
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AKHIR SLIDE