Is defined as monitoring performance comparing it with goals and taking corrective action?

Presentation on theme: "Control Systems & Quality Management Chapter 16. Control: When Managers Monitor Performance  Controlling defined as monitoring performance, comparing."— Presentation transcript:

1 Control Systems & Quality Management Chapter 16

2 Control: When Managers Monitor Performance  Controlling defined as monitoring performance, comparing it with goals, and taking corrective action as needed

3 Why Is Control Needed? 1. To adapt to change & uncertainty 2. To discover irregularities & errors 3. To reduce costs, increase productivity, or add value 4. To detect opportunities 5. To deal with complexity 6. To decentralize decision making & facilitate teamwork

4 Steps in the Control Process

5 1. Establish standards performance standard is the desired performance level for a given goal best measured when they can be made quantifiable 2. Measure performance usually obtained from written reports, oral reports, and personal observations

6 Steps in the Control Process 3. Compare performance to standards Management by exception – control principle that says managers should be informed of a situation only if data show a significant deviation from standards

7 Steps in the Control Process 4. Take corrective action if necessary Make no changes Recognize and reinforce positive performance Take action to correct negative performance

8 Levels of Control  Strategic control monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed  Tactical control monitoring performance to ensure that tactical plans - those at the divisional or departmental level - are being implemented

9 Levels of Control  Operational control monitoring performance to ensure that operational plans - day-to-day goals - are being implemented and taking corrective action as needed

10 Six Areas of ControlPhysical Human resources Informational FinancialStructuralCultural

11 Structural Area Bureaucratic control an approach to organizational control that is characterized by use of rules, regulations, and formal authority to guide performance Decentralized control an approach to organizational control that is characterized by informal and organic structural arrangements

12 The Balanced Scoreboard  Balanced scoreboard gives top managers a fast but comprehensive view of the organization via four indicators: (1) customer satisfaction, (2) internal processes, (3) innovation and improvement activities and, (4) financial measures

13 The Balanced Scorecard: Four Perspectives

14  Financial profitability, growth, shareholder values  Customer priority is taking care of the customer  Internal business quality, employee skills, and productivity  Innovation & learning learning and growth of employees

15 The Visual Representation of a Balanced Scorecard  Strategy map visual representation of the four perspectives of the balanced scorecard that enables managers to communicate their goals so that everyone in the company can understand how their jobs are linked to the overall objectives of the organization

16 The Strategy Map

17 Why Measure-Managed Firms Succeed  Top executives agree on strategy  Communication is clear  There is better focus and alignment  The organizational culture emphasizes teamwork and allows risk taking

18 Barriers to Effective Measurement  Objectives are fuzzy  Managers put too much trust in informal feedback systems  Employees resist new measurement systems  Companies focus too much on measuring activities instead of results

19 Budgets: Formal Financial Projections  Budget formal financial projection  Incremental budgeting allocates increased or decreased funds to a department by using the last budget period as a reference point only incremental changes in the budget request are reviewed

20 Types of Budgets

21 Fixed versus Variable Budgets Fixed budgets allocates resources on the basis of a single estimate of costs Variable budgets allows the allocation of resources to vary in proportion with various levels of activity

22 Financial Statements Balanced sheet summarizes an organization’s overall financial worth – assets and liabilities - at a specific point in time Income statement summarizes an organization’s financial results – revenues and expenses - over specified period of time

23 Ratio Analysis  Liquidity ratios indicate how easily a firm’s assets can be converted to cash  Debt management ratios degree to which a firm can meet it’s long-term financial obligations  Return ratios how effective management is generating a return or profit

24 Audits  Audit formal verification of an organization’s financial and operational systems  External – performed by outside experts  Internal – performed by organization’s own professional staff

25 Deming Management 1. Quality should be aimed at the needs of the consumer 2. Companies should aim at improving the system, not blaming workers 3. Improved quality leads to increased market share, increased company prospects, & increased employment 4. Quality can be improved on the basis of hard data, using the PDCA cycle

26 The PDCA Cycle

27 Total Quality Management  Total Quality Management (TQM) a comprehensive approach - led by top management and supported throughout the organization - dedicated to continuous quality improvement, training, and customer satisfaction

28 Two Core Principles of TQM 1. People orientation everyone involved in the organization should focus on delivering value to customers 2. Improvement orientation everyone should work on continuously improving work processes

29 People Orientation  Delivering customer value is most important  People will focus on quality if given empowerment  TQM requires training, teamwork, and cross- functional efforts

30 Improvement Orientation  It’s less expensive to do it right the first time  It’s better to do small improvements all the time  Accurate standards must be followed to eliminate small variations  There must be strong commitment from top management

31 Applying TQM to Services  RATER scale enables customers to rate the quality of a service along dimensions – reliability, assurance, tangibles, empathy, and responsiveness

32 Some TQM Techniques Outsourcing Reduced cycle time ISO 9000 and 14000 Series Statistical process control Six Sigma & Lean Six Sigma

33 The Keys to Successful Control Systems 1. They are strategic & results oriented 2. They are timely, accurate, & objective 3. They are realistic, positive, & understandable & encourage self-control 4. They are flexible

34 Barriers to Control Success 1. Too much control 2. Too little employee participation 3. Overemphasis on means instead of ends 4. Overemphasis on paperwork 5. Overemphasis on one instead of multiple approaches

35 Managing for Productivity  Productivity outputs divided by inputs where: outputs are the goods and services produced, and inputs are labor, capital, materials, and energy

36 Managing for Productivity and Results

37 The Role of Information Technology  Enterprise resource planning (ERP) software systems, information systems for integrating virtually all aspects of a business, helping managers stay on top of the latest developments.

38 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 people skills

39 Keys to Your Managerial Success  Learn how to develop leadership skills  Treat people as if they matter, because they do  Draw employees and peers into your management process  Be flexible, keep your cool, and take yourself lightly

What is defined as establishing goals monitoring performance comparing it with goals and taking corrective action as needed?

How would you define monitoring activities and making corrections?

Which management function is involved with monitoring performance?

What management function monitors employees performance and comparing it with the goals and take corrective action if needed?