Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
12 Cards in this Set
- Front
- Back
|
what is control |
-regulatory process of establishing standards to achieve organizational goals, comparing actual performance to the standards, and taking corrective action when necessary
|
|
|
control process |
1. begins by establishing clear standards of performance 2. involves comparing actual performance to desired performance 3. takes corrective action to repair performance deficiencies 4. is a dynamic, cybernetic process |
|
|
concept of cybernetics |
cybernetics: study of how dynamic systems maintain a state of equilibrium in the face of a changing environment |
|
|
5 characteristics of a good control process |
1. cost effective (MC < MB) 2. acceptable (to those whom it affects) 3. well-designed and appropriate 4. strategic (needs to be long term and cover all the items necessary) 5. needs to be reliable and dependable/valid |
|
|
types of control methods (feedforward, concurrent, feedback) |
-feedforward: put in place before a project begins ***examples: pre-employment drug testing, inspect raw materials, hire only college graduates -concurrent: things that happen during the process ***examples: monitoring employees, total quality management, employee self-adjustment -feedback: final quality inspection ***examples: analyze sales per employee, final quality inspection, survey customers |
|
|
designing an effective control system -what to control (key performance areas) -when to control (constant, periodic, occasional -examples of each) -who controls (bureaucratic, clan, self) |
-constant controls (forever on-going) (group controls, rules policies and procedures) -periodic controls (done on a routine basis) (MIS, Audits, budgets and other financial controls) ***Who Controls*** -bureaucratic (centralized control by management is very much top-down management) -clan control (decentralized) (controlled by teams and groups through shared values, goals, and traditions, intrinsic rewards) -self control (self-management where employees control their own behavior and make decision within their own "boundaries") |
|
|
overcontrol VS. under-control |
**over-control: micromanaging and reminiscent of un-delegating **under-control: "laissez-faire" where everyone does their own thing, fuzzy or different goals for everyone, and not everyone is one the "same page" |
|
|
what is quality |
1. a product or service free of deficiencies 2. the characteristics of a product or service that satisfy customer needs **the totality of features and characteristics of a product (good or service) that bear on its ability to satisfy stated or implied needs. |
|
|
8 dimensions of quality |
1. performance 2. features 3. reliability 4. conformance (does it meet standards) 5. durability (does the product last) 6. serviceability 7. aesthetics 8. perceived quality |
|
|
deming chain reaction |
notecard |
|
|
TQM (total quality management) -the concept, the model, tools/techniques (methods) -outsourcing, speed, balanced scorecard |
TQM: managing the entire organization so that it excels on all dimensions of products and services that are important to the customer *also known as... 1. C.I. - continuous improvement 2. Six Sigma - 6 standard deviations (rather have this one as a problem) |
|
|
Quality Improvements (Q.I.) Tools and Techniques |
-benchmarking: who is the best for a particular process and use them as a measuring stick -outsourcing: letting others do what they do best -ISO 9000: international standards organization -speed: dong things faster -statistical process control (SPC): take "measurements" of product processes to create a range of limits (statistics class) -balances scorecard: take a look at every area of your business and "balance" those areas (totally equal allocation to all departments to do a "better job") |
