Chapter 16

What is controlling?

• Manipulating employees to do what the manager wants them to do

• Monitoring performance, comparing it with goals, and taking corrective action as needed.

• Focuses on preventing future problems and fires people

• None of the above

What is controlling?; Steps involved in the control process;

• 1. Establish Standards

  2. Measure Performance

  3. Take Corrective Action, If Necessary

• 1. Establish Standards

  2. Measure Performance

  3. Compare Performance to Standards

  4. Take Corrective Action, If Necessary

• Measure Performance

  1. Compare Performance to Standards

  2. Take Corrective Action, If Necessary

• None of the above

Establishing Standards:

• 1. “What Is the Outcome We Want?”

• 1. “What Is the Actual Outcome We Got?”

• 1. “How Do the Desired and Actual Outcomes Differ?”

• “What Changes Should We Make to Obtain Desirable Outcomes?”

Measure Performance:

• 1. “What Is the Outcome We Want?”

• 1. “What Is the Actual Outcome We Got?”

• 1. “How Do the Desired and Actual Outcomes Differ?”

• “What Changes Should We Make to Obtain Desirable Outcomes?”

Compare Performance:

• 1. “What Is the Outcome We Want?”

• 1. “What Is the Actual Outcome We Got?”

• 1. “How Do the Desired and Actual Outcomes Differ?”

• “What Changes Should We Make to Obtain Desirable Outcomes?”

Take Corrective Action, If Necessary:

• 1. “What Is the Outcome We Want?”

• 1. “What Is the Actual Outcome We Got?”

• 1. “How Do the Desired and Actual Outcomes Differ?”

• “What Changes Should We Make to Obtain Desirable Outcomes?”

Feedforward Control:

• 1. Focuses on preventing future problems

• Collecting performance information in real time (as they occur).

• 1.  Collecting performance information after a task or project is done

• None of the above

Concurrent Control:

• 1. Focuses on preventing future problems

• Collecting performance information in real time (as they occur).

• 1.  Collecting performance information after a task or project is done

• None of the above

Feedback Control:

• 1. Focuses on preventing future problems

• Collecting performance information in real time (as they occur).

• 1.  Collecting performance information after a task or project is done

• None of the above

• Balanced scorecard: Gives top managers a fast but comprehensive view of the organization via four indicators/perspectives: 

• 1. Customer Satisfaction

  2.  Internal Processes

  3.  Financial measures

• 1. Customer Satisfaction

  2.  Internal Processes

  3. The organization’s innovation and improvement activities

  4.  Financial measures

• 1. Customer Satisfaction

  2. The organization’s innovation and improvement activities

  3.  Financial measures

• None of the above