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16 Cards in this Set
- Front
- Back
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Levels of Control |
Strategic Tactical Operational |
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Levels of Control Strategic |
This will largely consist of the setting of the control environment. Strategic Planning - Determining course to be taken. Board Procedures - Appointment of directors, segregation of duties. - Setting and reviewing organisational structure. - Policies on the conduct of the business. - Monitoring achievement of and compliance with plans and policy's set. |
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Levels of Control Tactical |
Controls should be in place to implement the decisions and policies of the board. - Tactical planning, determining the production requirements and production schedule. - Production budget. - Procedures governing recruitment, training, risk management ect. - Monitoring the achievements to plans and policies set in place. |
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Levels of Control Operational |
Operational controls are designed to control structured repetitive activities according to pre-set rules. |
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Control Systems |
Internal control systems exist to enhance the achievement of organisational objectives. They promote the orderly and efficient conduct of the business, help keep the business on course, and help change safely. Control Environment - Management philosophy, operating style and management policies. Control Procedures - Control mechanisms such as segregation of duties, authorisation, reconciliation's ect. |
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Control Systems Health and Safety |
This is a requirement which management must adhere too. Management must identify the health and safety risks within their organisations and decide how to control them. Benefits - Employers legal obligation - Cost savings (accidents and illness) - Company image - Improve employees morale, trust and motivation. |
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Control Systems Discipline |
Stages involved - Leaving work early, lateness, absenteeism - Defective and inadequate work performance - Breaking safety or other rules/regulations - Refusing to carry out a legitimate work assignment. - Poor attitudes which influence others. Process for handling disciplinary procedures - Informal talk - The oral warning - The written or official warning - Suspension - Demotion - Dismissal |
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Control Systems Grievance Procedures |
- The employee discusses the grievance with someone else. - If warranted, it is taken to the employees immediate superior. - If the superior cannot help, then it is referred to their manager, HR personnel informed. - Distinction should be made between individual and collective grievance. - The colleague, staff or union rep should be permitted to be involved. - Time-frames and deadlines should be stated. |
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Control Systems Grievance Remedies |
Tribunals Employment tribunals are independent judicial bodies, less formal than court. - Unfair dismissal - Breach of contract - Discrimination - Equal pay Arbitration - Used to decide a case of alleged unfair dismissal, or claims under flexible working legislation. - Independent arbitrator hears the case and delivers a legally binding decision in favour of a party. Conciliation - Confidentiality - Avoid time, cost and stress of tribunal - Lessening damage to employment relationship - Reaching an agreement that satisfies both parties. |
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Control Systems Dismissal |
Termination of employment with or without notice by the employer, or resignation by employee because the conduct of the employee was sufficient to be deemed to have terminated the contract by the employers actions. Only fair if - A reason related to the employees conduct - A reason related to the employees capabilities or qualifications. - Because of statutory duty - Some other substantial reason - Because of redundancies. |
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Control Systems Redundancy |
This is dismissal. This can be justified on the ground of. - Cessation of the business - Cessation of the business in the place the employee was employed. - Cessation of the type of work for which he or she was employed. |
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Control Systems Fairness and Equality |
Globalisation has changed the nature of companies in many ways. In terms of staff it has meant - The end of the 'job for life' ideal - A move from employee's efforts due to loyalty to the company towards effort expecting appropriate rewards. - Employees willing to look outside the company for advancement opportunities. |
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Control Systems Fairness and Equality Rosseau and Greller (Psychological Contract) |
Coercive - Employees feel forced to contribute and view rewards and inadequate. Calculative - Employee acts voluntarily and works in exchange for an identifiable set of rewards. Cooperative - Employees contribute more than would normally be expected from them. |
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Control Systems Fairness and Equality Adam's Equality Theory |
Employees judge fairness in two main ways 1. By comparing what they receive compared to what they contribute. 2. By comparing their situation to that of others. |
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Control Systems Fairness and Equality Soloman (Difficulties in equal pay) |
- Living wage
- Rate for the job - Output reward - Responsibility - Differentiation - Comparability - Status - Contribution - Supply and Demand |
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Control Systems Equal Opportunities |
Ensure fair and non-discriminatory treatment is given by management to all job applicants and existing employees. A positive approach - Secure the best recruits from the widest available range of candidates. - Ensure the best use is made of the skills and abilities of all employees - Reinforce the professionalism and image of the organisation itself. |
