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31 Cards in this Set
- Front
- Back
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Controlling |
Monitoring performance, comparing it with goals, and taking corrective action as needed |
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Controlling for effective performance |
•Planning •Organizing •Leading •Controlling |
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Why is control needed? |
•To adapt to change and uncertainty •To discover irregularities and errors •To reduce costs, increase productivity, or add value •To detect opportunities •To deal with complexity •To decentralize decision making and facilitate teamwork |
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Control Process Step 1 |
Establish Standards - The control standard is the desired performance level |
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Control Process Step 2 |
Measure Performance - What is the actual outcome we got? |
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Control Process Step 3 |
Compare Performance to Standards - How do the desired and actual outcomes differ? |
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Management by exception |
A control principle that states that managers should be informed of a situation only if data show a significant deviation from standards |
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Control Process Step 4 |
Take Corrective Action, If Necessary - What changes should we make to obtain desirable outcomes? (feedback) |
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Control Process Step 4 |
Three possibilities: 1. Make now changes 2. Recognize/reinforce positive performance 3. Take action to correct negative performance |
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Levels of Control - Strategic |
•Monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed •Top managers |
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Levels of Control - Tactical |
•Monitoring performance to ensure that tactical plans are being implemented and taking corrective action as needed •Middle managers |
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Levels of Control - Operational |
•Monitoring performance to ensure that day-to-day operational plans are being implemented and taking corrective action as needed •First-line managers |
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Six Areas of Control |
•Physical (Buildings, Equip., and Tangibles) •Human (Personality and Performance) •Informational •Financial •Structural (Bureaucratic and Decentralized) •Cultural (Innovation and Collaboration) |
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Deming Management |
Proposed ideas for making organizations more responsive, more democratic, and less wasteful |
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Principles of Deming Management |
•Quality should be aimed at the needs of the customer •Companies should aim at improving the system, not blaming workers •Improved quality leads to increased market share, increased company prospects, and increased employment •Quality can be improved on the basis of hard data, using the PDCA cycle |
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TQM (Total Quality Management) |
A comprehensive approach dedicated to continuos quality improvement, training, and customer satisfaction |
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Four Components to TQM |
•Make continuous improvement a priority •Get every employee involved •Listen to and learn from customers and employees •Use accurate standards to identify and eliminate problems |
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Core Principle of TQM - People Orientation |
•Everyone involved with the organization should focus on delivering customer value •Give people empowerment •Training, teamwork |
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Core Principle of TQM - Improvement Orientation |
•Focusing everyone on small, incremental improvements in all parts of an organization •Do it right the first time •Small improvements •Follow standards •Strong commitment |
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Reduced Cycle Time |
Reduction in steps in a work process |
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ISO 9000 |
Consists of quality-control procedures companies must install..from purchasing to manufacturing to inventory to shipping..that can be audited by independent quality-controlled experts, or "registrars" |
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ISO 14000 |
Extends the concept of ISO 9000, identifying standards for environmental performance |
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Statistical process control |
A statistical technique that uses periodic random samples from production runs to see if quality is being maintained within a standard range of acceptability |
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Six Sigma |
A rigorous statistical analysis process that reduces defects in manufacturing and service-related processes |
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Lean Six Sigma |
Problem solving and performance improvement..speed with excellence..of a well-defined project |
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Keys to successful control systems |
•Strategic and results oriented •Timely, accurate, and objective •Realistic, positive, and understandable and they encourage self-control •Flexible |
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Barriers to Control Success |
•Too much control •Too little employee participation •Overemphasis on means instead of ends •Overemphasis on paperwork •Overemphasis on one instead of multiple approaches |
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Operating in a complex environment (Manage for...) |
•Competitive advantage •Diversity •Globalization •Information technology •Ethical standards •Sustainability •Your own happiness and life goals |
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Productivity |
Outputs(Goods+Services) / Inputs (Labor+Capital+Materials+Energy) |
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ERP (Enterprise Resource Planning) Software Systems |
Information systems for integrating virtually all aspects of a business |
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The Keys to Your Managerial Success |
•Find your passion and follow it •Encourage self-discovery, and be realistic •Every situation is different, so be flexible •Fine-tune your soft skills (people skills) •Learn how to develop leadership skills •Treat people as if they matter, b/c they do •Draw employees and peers into your management process •Be flexible, keep your cool, and take yourself lightly |
