...Control process 1. Setting standard The first step of control process is setting a standard. Standard will become the basis of which actual performance will be compared with and a measurement for whether organizational performance is satisfactory or unsatisfactory. When standard was set, employees should be enforced to work according to the standard demanded by the managers. For example, many pizzerias use 30-40 minutes as the standard for delivery times. Since anything longer is viewed as unsatisfactory, they will typically reduce the prices if they cannot deliver a hot pizza to you within that time period. The first criterion for good standard is that it must enable goal achievement. Companies also determine standards by listening to customer’ comment, complaints and suggestions or by observing competitors’ products and services. Standard can also be determining by benchmarking other companies. Benchmarking is the process of determine how well other companies perform business function or tasks. 2. Compare standard The second step of control process is comparing actual performance to standard. Although this sound straightforward, the quality of the comparison largely depends on the measurement and information systems a company uses to keep track of performance. The better the system, the easier it is for companies to track their progress and identify problems that need to be fixed 3. Corrective action The next step of control process is taking...
Words: 1318 - Pages: 6
...Dalman and Lei can utilize the Bureaucratic Control Systems four steps; setting performance standards, measuring performance, comparing performance against the standards and determining deviations, and taking action to correct problems and reinforce successes to correct the deficiency in their employee handbook. Setting performance standards. Setting performance standards will be the backbone of Dalman and Lei’s control process. Dalman and Lei need to understand that if they do not take the time to create will defined standards then there newly born business will never be able to mature. Employees who do not have standards or “rules to live by” tend to lack the motivation to continually do the right thing and may cut corners on procedures and or bend policy. This can become toxic to an organization. On the contrary, according to Bateman & Snell (2013) “employees tend to be motivated by specific, measurable performance standards that are challenging and aim for improvement over past performance” (p.328). Employees who are given well defined standards will perform better than those who do not have well defined standards. Dalman and Lei owe a well-defined playbook to their team, especially their managers. I recommend Dalman and Lei take the time to research current issues that are not defined currently defined in their handbook with their managers and employees. Including employees in this process will help create buy in at all levels. Additionally I recommend they enlist the...
Words: 809 - Pages: 4
...Assessment LP4 James Bartz 09-01-2015 Beaucractic control measures The question at hand is how can management apply the four step process outlined in the text to address the problem of misreporting hours? The four steps of feedback control process is the bureaucratic control system. The four steps are setting performance standards, measuring performance, comparing performance against standards and taking corrective action to correct the problem. Step 1: Setting performance standards: All organizations should have a goal and get the results they need for the company. Standards are levels of performance that organizations expect from the employees to get the desired results. Some of these goals are profitability, providing excellent customer service to their clients and innovation. The management targets the employees at a certain performance level to achieve a goal. The management needs to update and notify employees of any new standards that have been taken into effect. If the new standards are not practiced than disciplinary action will follow. Step 2: Measuring performance: After setting the new standards into place, Management needs to measure the current processes and standards used by all the employees. Measuring performance can be done by observation, written and oral reports. Management needs to collect this information and compare it to the new standard to look for any errors. Similar to the one management found with unearned hours that were reported...
Words: 294 - Pages: 2
...efficiency and effectiveness in the work process. Effectiveness is accomplishing tasks that help fulfill organizational objectives such as customer service and satisfaction. Efficiency is getting work done with a minimum of effort, expense or waste. 2. Explain the four functions of management. Managers will serve their company well when they plan, lead, organize and control. Managements who perform these four managerial functions are well more successful. Planning is determining the organizational goals and a desire to achieve them. It is a good way to improve a company’s performance because it encourages people to work hard for extended periods, engage in behaviours directly related to goal accomplishment, and think of better ways to do their jobs. Organizing is deciding where decisions are made, who will do what jobs and tasks, and who will work for whom in the company. Leading involves in inspiring and motivating workers to work hard and try their best to achieve organizational goals. Controlling is monitoring progress toward goal achievement and taking corrective action when needed. The basic control involves in setting standards to achieve goals, comparing actual performance to those standards, and then making changes to performance to those standards. 3. Describe the different kinds of managers. There are different kinds of managers that include top managers, middle managers, first-line managers and then team leaders. Top managers are people who are CEO,...
Words: 2641 - Pages: 11
...The question at hand is how can Lei apply the four step control process outlined in the text to address the problem of misreporting hours? The four step process that is described in the text is the Bureaucratic Control System. The steps are as follows: Setting performance standards, Measuring performance, Comparing performance against the standards, and Taking action to correct problems and reinforce successes. Step 1: Setting performance standards- All organizations have a goal or standard practices that they implement to get to the desired results for their organization. Standards are a level of performance that an organization expects from their employees to accomplish the companies goals. Some of these goals are for profitability, satisfaction of customers and employees, innovation, operating activities, finances, and so on. These are targets to A standard is the level of expected performance for a given goal. So Lei needs to update and then notify all employees of the new standards that are expected and the disciplinary actions that will follow if they don’t comply. Step 2: Measuring Performance- After getting these new standards set in place Lei will need to measure the current processes and standards that are being used by each employee. Measuring performances can be through personal observation, written reports, and oral reports. Lei will need to gather this information so that she may compare to the new standards and to find any discrepancies;...
Words: 422 - Pages: 2
...Research Essay What is Bureaucratic Control? Describe the elements of Bureaucratic Control and provide examples of Bureaucratic Control that can be found in your university ? Bureaucratic Control in its current context refers to management attempting to control employee output through reward and punishment in order to ensure employee work performance and conduct matches the managers expectation and follows defined company agendas’ which are in turn dictated from above by directors. This method of control is centralised, and relies heavily on administrative techniques and established hierarchies within the company to communicate its policies to employees. This essay will provide a context of the development of bureaucratic control, highlight its key factors and supply some relevant examples of this type of control at Victoria University. Bureaucratic management was first proposed by German sociologist Max Weber (Williams & McWilliams, 2010) as an alternative to the monarchical system of promoting by virtue of birthright. His definition of bureaucracy was to effect control of an organisation through knowledge. As such, the premise of this thought was to promote on merit rather than heredity to ensure maximum output through the utilisation of the most qualified rather than the most connected (in this circumstance, ‘connected’ refers to the relationship one has with those in charge). This idea of fairness versus favouritism would increase overall efficiency towards the realisation...
Words: 1605 - Pages: 7
...What Is Bureaucratic Control? Describe the Elements of Bureaucratic Control and Provide Examples of Bureaucratic Control That Can Be Found in Your University ? Research Essay What is Bureaucratic Control? Describe the elements of Bureaucratic Control and provide examples of Bureaucratic Control that can be found in your university ? Bureaucratic Control in its current context refers to management attempting to control employee output through reward and punishment in order to ensure employee work performance and conduct matches the managers expectation and follows defined company agendas’ which are in turn dictated from above by directors. This method of control is centralised, and relies heavily on administrative techniques and established hierarchies within the company to communicate its policies to employees. This essay will provide a context of the development of bureaucratic control, highlight its key factors and supply some relevant examples of this type of control at Victoria University. Bureaucratic management was first proposed by German sociologist Max Weber (Williams & McWilliams, 2010) as an alternative to the monarchical system of promoting by virtue of birthright. His definition of bureaucracy was to effect control of an organisation through knowledge. As such, the premise of this thought was to promote on merit rather than heredity to ensure maximum output through the utilisation of the most qualified rather than the most connected (in this circumstance...
Words: 263 - Pages: 2
...efficiency and organization's goals. Scientific management and bureaucratic theory were one of the several components of the classical school of organization. Important pioneers among them are Frederick Taylor and Max Weber. The classical theories have been contested of little relevance to work and organization today simply because today’s organizations have moved from industrial revolution to the information age due to the fast-paced change in technology (Toffler, 1984). Although bureaucracy has been synonymous to red tape and has negatives effects such as “rigidity, alienation and low commitment” (Adler, 1999, p.37) and dehumanizing people (Grey, 2009), the characteristics of bureaucracy such as specialization, hierarchy of authority, system of rules and impersonality (Stewart, 1986) as well as evidence of ongoing existence of this management method, bureaucracy is proved to remain noteworthy. This essay will examine the situation presented in organization today, and determine whether bureaucracy and scientific management can be considered as old fashioned, out of date and of little relevance to work and organization today. With the broad set of powerful economic, social and technological changes – greater competition, globalization of production, rising demand for innovation, new forms of information technology and wide change in customer preferences have concluded that the days of stable structures of bureaucratic models are over. According...
Words: 2652 - Pages: 11
...Kimberly Hoefer April 29, 2015 Integrated Case Week 7 MGNT 5000- Webster University The principle of management control that I would recommend as the new Police chief is the bureaucratic control approach. The bureaucratic control uses rules, policies, authority, written documentation and reward systems to control the behavior and performance of the organization. Due to the severity of the issues that were address by the Mayor and city council the bureaucratic control approach will help streamline the system of rules and standards that will take place immediately. The process will help with standard of behavior for all department functions and employees. The ethical behavior has been a huge issue and will be the first thing that needs to be addressed. I would like to start with a town hall meeting for each department to address all the issues and concerns. I would also like to get suggestions from the department on how to turn around the negative reputation of the police officers, and how to create a positive outlook from the community regarding the police officers. By addressing the issues and concerns in individual departments it will help set the standards for every department. I would suggest reviewing the performance standards and set up new performance and rules for each police officer to follow within the department and while they are out on the streets serving the community. Performance will be measured by...
Words: 565 - Pages: 3
...in our Contemporary Management textbook, our class was assigned to determine if Mr. Edens’ behavior was ethical and acceptable or unethical and unacceptable. Secondly, we needed to provide the rationale for our answers and provide examples. Mr. Edens has created a highly controlled workplace with close manager supervision and surveillance. Even though I don’t agree with this environment, I think Mr. Edens’ behavior has been ethical and acceptable. Lockbox Processing: No Place to Hide Mr. Edens’ company, Electronic Banking System Inc., specializes in “lockbox processing.” Due to the sensitive nature of this financial service, Mr. Edens has implemented many controls to monitor his employees. Workers handle thousands of dollars in checks and cash, and thus they need to be monitored closely. These controls are designed to limit theft which reassures customers that their money is safe. Managers sit at the front of the room on raised platforms; other supervisors watch employees from the rear. While some may consider this approach intrusive, these techniques exist in many workplaces today where employees come in direct contact with money. Mr. Edens’ employees work in an area called “the cage.” No talking is permitted, the windows are covered, and many common items that workers usually have at their desks are banned. Mr. Edens is able to monitor this environment with a series of eight cameras which have the ability to zoom in closer on employee’s activities. Personally...
Words: 693 - Pages: 3
...London Ambulance Service Software Failure The London Ambulance Service (LAS) responds between 2000 and 2500 calls per day with a fleet of 750 vehicles, in less than three minutes. Their system was originally manually operated where details of an incident call taken by a control assistant is used to ascertain the location of an incident scene through the use of a map book. This information is then passed to a dispatch team who direct the appropriate ambulance to the incident scene through a radio call. Due to the short comings of this manual system, the LAS thought to computerize its dispatch system in 1987. The first attempt was started in the 1980’s, abandoned in 1990 and failed after spending £7.5 million. The second attempt by LAS was signed in May 1991. On the morning of Monday 26th October 1992 the LAS CAD system went live for the first time. Unfortunately there were 81 known bugs in the system at that time and it had been 10 months since the control room staff were first trained to use the software. The system had 4 primary flaws when it went live; it did not function well. Furthermore, the user interface had black spots which meant that the user could not see all the information on screen and finally, additionally, the system stored incident information even after it was not needed, which caused the system to fill up memory and fail. The first of these problems began to show during the morning rush of calls; there were a number of duplicate calls which led to a...
Words: 1738 - Pages: 7
...Deskilling Introduction Main body In Braverman’s argument, managers perpetually seek to control the process by which a workforce’s labour power(its ability to work) is directed towards the production of commodities(goods and servces) that can be sold for a profit. The control of this labour process is essential because profit is accumulated through 2 stages: firstly, through the extraction of the surplus value of labour and second, through the realisation of that value when the commodities are actually sold. These two stages are referred to as ‘valorisation’--- which means that managers are seeking to control the way work is organized, the pace of work and the duration of work, because these affect profitability. In Braverman’s analysis the managerial obsession with labour control is the key to an understanding of capitalism and leads managers to find ways of reducing the discretion exercised by the workforce in performing their jobs. In order to exert their own control over the workforce and limit the control and influence of employees, managers are seen to pursue a general strategy of deskilling---which can be classified in organisational and technological. Organisation deskilling is the separation of the conception and execution of work. The conceptual tasks(the more challenging and interesting parts of the job, such as planning and developing new working methods) are transferred to technical and managerial staff, while the execution of the work(less challenging part...
Words: 1331 - Pages: 6
...Organization conflict resolution Lecture 6 Date: 2 December 2013 1 Learning Objectives 1. 2. 3. 4. Understand the nature and sources of organizational conflict Know the mechanisms to obtain power, influence decision making and resolve conflict Identify sources of organizational power and tactics for playing politics Evaluate the costs and benefits of organizational politics 2 What is Organizational Conflict? • • • • Stakeholders compete for the resources that an organization produces. Shareholders want dividends, employees want raises. An organization must manage both cooperation and competition among stakeholders to grow and survive. All stakeholders have a common goal of organizational survival, but not all goals are identical. 3 What is Organizational Conflict? • The clash that occurs when the goaldirected behavior of one group blocks or hinders the goals of another Some conflict can actually improve organizational effectiveness – Can overcome inertia and lead to learning and change • 4 Cooperation and Competition Among Stakeholders 5 What is Organizational Conflict? • Beyond a certain point, conflict becomes a cause for organizational decline – Conflict leads to inability to reach consensus and indecision – Too much time spent on bargaining rather than acting rapidly to resolve problems • On balance, organizations should be open to conflict and recognize its value 6 Relationship Between Conflict and Organizational Effectiveness ...
Words: 1934 - Pages: 8
...http://www.ilr.cornell.edu/cahrs/hrspectrum/hr-profile-amazon.html Amazon’s mission statement affirms that its organization will always strive to appeal to the needs of their consumers, while encouraging new ideas and reaching beyond what they already know. According to Cornell University’s HR Spectrum, Amazon’s mission statement states: “Our HR mission has been quite simple: to find, grow, and keep the Earth’s best talents. Rather than be bound by a set of organizational competencies--which might help an organization duplicate its current successes but can ultimately be self-limiting--at Amazon, we stay focused on customer need and develop the new competencies that we think are needed to adapt to changing needs, that has helped us stay innovative, reaching beyond what we already know” (Cornell University, 2012). Amazon.com’s CEO, Jeff Bezo wanted his employees to be invested in the company, that means being 100% committed to the company and wanting success for everyone, not just themselves. The President of Human Resources, Tony Galbato, along with Bezo has a lot of faith in the company and its employees stating, “We have lots of smart people with lots of positive energy, driven by the need to build and continually improve the customer experience” (Cornell University, 2012). That seems to be the trend with Amazon; taking care of its customers and offering the best possible quality without the additional cost. To promote innovation within the company, Bezo relies on...
Words: 1379 - Pages: 6
...Journal of International Business and Law Volume 7 | Issue 1 Article 3 1-1-2008 Management Controlled Firms v. Owner Controlled Firms: A Historical Perspective of Ownership Concentration in the US, East Asia and the EU Andrew C. Spieler Andrew S. Murray Follow this and additional works at: http://scholarlycommons.law.hofstra.edu/jibl Recommended Citation Spieler, Andrew C. and Murray, Andrew S. (2008) "Management Controlled Firms v. Owner Controlled Firms: A Historical Perspective of Ownership Concentration in the US, East Asia and the EU," Journal of International Business and Law: Vol. 7: Iss. 1, Article 3. Available at: http://scholarlycommons.law.hofstra.edu/jibl/vol7/iss1/3 This Article is brought to you for free and open access by Scholarly Commons at Hofstra Law. It has been accepted for inclusion in Journal of International Business and Law by an authorized administrator of Scholarly Commons at Hofstra Law. For more information, please contact lawcls@hofstra.edu. Spieler and Murray: Management Controlled Firms v. Owner Controlled Firms: A Historic MANAGEMENT CONTROLLED FIRMS v. OWNER CONTROLLED FIRMS: A HISTORICAL PERSPECTIVE OF OWNERSHIP CONCENTRATION IN THE US, EAST ASIA AND THE EU Andrew C. Spieler* & Andrew S. Murray" ABSTRACT This paper will present a historical perspective on the relationship between owner controlled firms and management controlled firms in the US, Europe, and East Asia, and the degree to which concentration...
Words: 10704 - Pages: 43
