Ecm Chapter 8

Front 1

Controlling

Back 1

managers evaluate whether the organization's strategy and structure are working as intended, how to be improved, how to be changed if not working.

Front 2

How to determine how efficiently they are using resources

Back 2

managers must be able to accurately measure how many units of inputs (raw materials, human resources, etc) are being used to produce a unit of output

Front 3

Successful Innovation

Back 3

takes place when managers create an organizational setting in which employees feel empowered to be creative, and where authority is decentralized to employees

Front 4

Control Systems

Back 4

formal target-setting, monitoring, evaluation, and feedback systems that provide mgr's with info about how well the org's strategy and structure are working

Front 5

Feedforward Control

Back 5

control that allows mgrs to anticipate problems before they arise

Front 6

Concurrent Control

Back 6

Control that gives managers immediate feedback on how efficiently inputs are being transformed into outputs so that mgrs can correct probs as arise

Front 7

Feedback Control

Back 7

Control that gives managers information about customers' reactions to goods and services so that corrective action can be taken if necessary

Front 8

Control Process Step 1

Back 8

Establish the standards of performance, goals, or targets against which performance is to be evaluated (operating costs)

Front 9

Control Process Step 2

Back 9

Measure actual Performance
1. the actual outputs
2. the behaviors themselves

Front 10

Control Process Step 3

Back 10

Compare actual performance against chosen standards of performance

Front 11

Control Process Step 4

Back 11

Evaluate the result and initiate corrective action if the standard is not being achieved

Front 12

output control mechanisms of control

Back 12

financial measures of performance, organizational goals, operating budgets

Front 13

behavior control mechanisms of control

Back 13

direct supervision, management by objectives, rules and standard operating procedures

Front 14

organizational culture/clan control mechanisms of control

Back 14

values, norms, socialization

Front 15

Operating budget

Back 15

a budget that states how managers intend to use organizational resources to achieve organizational goals.

Front 16

Three components that are the essence of effective output control

Back 16

objective financial measures, challenging goals and performance standards, and appropriate operating budgets

Front 17

3 mechanisms of behavior control

Back 17

direct supervision, management by objectives, and rules and standard operating procedures

Front 18

Management by objectives

Back 18

a goal setting process in which a mgr and her subordinates negotiate goals and objectives for subs to achieve and then evaluate the extent to which being achieved

Front 19

Bureaucratic Control

Back 19

control of behavior by means of a comprehensive system of rules and standard operating procedures

Front 20

problems of bureaucratic control

Back 20

1. too many rules
2. people stop thinking for themselves

Front 21

organizational control

Back 21

the set of values, norms, standards for behavior, and shared expectations that influence the ways in which indiv and groups interact and achieve goals

Front 22

Clan Control

Back 22

the control exerted on individuals and groups in an organization by shared values, norms, standards for behavior, and expectations