Chapter 19 provides an overview of fi nancial and quality control, including Six Sigma, ISO certifi cation, and a new application of the balanced scorecard, which views employee learning and growth as the foundation of high performance. The discussion of hierarchical versus decentralized control has been updated and expanded. | Managerial and Quality Control Chapter 19 Managerial and Quality Control Control is a critical issue facing every manager in every organization today Quality control Office productivity Basic systems allocating financial resources, developing human resources, analyzing financial performance, and evaluating overall productivity Manager’s Challenge: Gateway Managerial and Quality Control Basic mechanisms for controlling organizations Basic structure & objectives of control process Controlling financial performance Changing philosophy of control Today’s total quality management Recent trends Control systems for a turbulent environment Topics Chapter 19 Organizational Control The systematic process through which managers regulate organizational activities to make them consistent with expectations established in Plans Targets Standards of performance Organizational Control Effective controlling requires information about Performance standards Actual performance Actions taken to | Managerial and Quality Control Chapter 19 Managerial and Quality Control Control is a critical issue facing every manager in every organization today Quality control Office productivity Basic systems allocating financial resources, developing human resources, analyzing financial performance, and evaluating overall productivity Manager’s Challenge: Gateway Managerial and Quality Control Basic mechanisms for controlling organizations Basic structure & objectives of control process Controlling financial performance Changing philosophy of control Today’s total quality management Recent trends Control systems for a turbulent environment Topics Chapter 19 Organizational Control The systematic process through which managers regulate organizational activities to make them consistent with expectations established in Plans Targets Standards of performance Organizational Control Effective controlling requires information about Performance standards Actual performance Actions taken to correct any deviations from the standards Organizational Control Feed forward Sometimes called preliminary or preventive control Concurrent Assesses current work activities, relies on performance standards Includes rules and regulations for guiding employee tasks and behaviors Intent to ensure that work activities produce the correct results Feedback Focuses on the organization’s outputs; also called post-action or output control Three types of control Organizational Control Focus Feedforward Control Anticipates Problems Examples • Pre-employment drug testing • Inspect raw materials • Hire only college graduates Focus is on Inputs Concurrent Control Solve Problems as They Happen Examples • Adaptive culture • Total quality management • Employee self-control Focus is on Ongoing Processes Feedback Control Solves Problems After They Occur Examples • Analyze sales per employee • Final quality inspection • Survey customers Focus is on Outputs Feedforward Control Focus is on .
