16-1. Chapter Managerial Control 16 McGraw-Hill/Irwin Management, 7/e Copyright © 2007 The...
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Transcript of 16-1. Chapter Managerial Control 16 McGraw-Hill/Irwin Management, 7/e Copyright © 2007 The...
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16-1
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Chapter
Chapter
Managerial ControlManagerial Control
1616
McGraw-Hill/IrwinMcGraw-Hill/IrwinManagement, 7/eManagement, 7/e Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved.Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
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16-3
Learning Objectives After Studying Chapter 16, You will know:
Why companies develop control systems for employees
How to design a basic bureaucratic control system
The purposes for using budgets as a control device
How to interpret financial ratios and other financial controls
The procedures for implementing effective control systems
The different ways in which market control mechanisms are used by organizations
How clan control can be approached in an empowered organization
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Control
Control is essential for the attainment of any management objective Control is any process that directs the
activities of individuals toward the achievement of organizational goals
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Characteristics of Control
Managers can apply three broad strategies for achieving organizational control Bureaucratic control is the use of rules,
regulations, and formal authority to guide performance
Market Control involves the use of pricing mechanisms to regulate activities in organizations as though they were economic transactions
Clan control I based on the idea that employees may share the values, expectations, and goals of the organization and act in accordance with them
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Control Problems
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Bureaucratic Control Systems: The Control Cycle
A typical bureaucratic control system has four major steps Setting performance standards Measuring performance Comparing performance against the standard
and determining deviations Taking corrective action
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The Control Cycle
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Approaches to Bureaucratic Control
There are three approaches to bureaucratic control Feed forward Control takes place before
operations begin and includes policies, procedures, and rules designed to ensure that planned activities are carried out properly
Concurrent control takes place while plans are being carried out and includes directing, monitoring, and fine-tuning activities
Feedback control focuses on the use of information about results to correct deviations from the acceptable standard after they arise
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Management Audits
Management audits are an evaluation of the effectiveness and efficiency of various systems within an organization
Management audits may be External – this occurs when one organization
evaluates another organization Internal – these are a periodic assessment of
a company’s own planning, organizing, leading, and controlling processes
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Budgetary Controls
Budgetary control is the process of finding out what’s being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences
This is one of the most widely recognized and commonly used methods of managerial control
It is commonly called budgeting
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Budgetary Control
Budgetary control begins with an estimate of sales and expected income
One of the primary considerations is the length of the budget period
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Types of Budgets Sales budget - Usually data for the sales budget are
prepared by month, sales area, and product Production budget - The production budget
commonly is expressed in physical units Cost budget - The cost budget is used for areas of
the organization that incur expenses but no revenue, such as human resources and other support departments
Cash budget - The cash budget shows the anticipated receipts and expenditures, the amount of working capital available, the extent to which outside financing may be required, and the periods and amounts of cash available
Capital budget - The capital budget is used for the cost of fixed assets like plant and equipment
Master budget - The master budget includes all the major activities of the business
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Financial Controls
Two financial statements that help control overall organizational performance are: Balance sheet shows the financial picture of
a company at a given time Profit and loss statement is an itemized
financial statement of the income and expenses of a company’s operations
Financial ratios are also an effective approach for checking on the overall performance of the enterprise
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The Downside of Bureaucratic Control
A control system cannot be effective without consideration of how people will react to it
Three types of responses Rigid bureaucratic behavior occurs when control systems
prompt employees to stay out of trouble by following the rules rather than doing the right thing
Tactical behavior leads to ineffective behavior because employees try to beat the system
Resistance to control occurs because Control systems uncover mistakes, threaten job security
and status, and decrease autonomy Control systems can change expertise and power
structures Control systems can change the social structure of an
organization Control systems may be seen as an invasion of privacy
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Designing Effective Control Systems
Effective control systems maximize potential benefits and minimize dysfunctional behaviors
Five characteristics of effective control systems They are based on valid performance standards They communicate adequate information to
employees They are acceptable to employees They use multiple approaches They recognized the relationship between
empowerment and control
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Market Control
Market controls involve the use of economic forces – and the pricing mechanisms that accompany them – to regulate performance
System is based on the principle that as output from an individual, department, or business unit creates value to other people, a price can be negotiated for its exchange
Two effects of this occur Price becomes an indicator of the value of the product
or service Price competition has the effect of controlling
productivity and performance
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Market Controls
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Market Controls
At the corporate level market controls are used to regulate independent business units
At the business unit level market controls are used to regulate exchanges among departments and functions Transfer price is the price charged by one
unit for a product or service provided to another unit within the organization
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Market Controls
Market controls are used at the individual level to determine wage levels for the skills that employees possess
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Clan Control: The Role of Empowerment and Culture
Managers are discovering that control systems based solely on bureaucratic and market mechanisms are insufficient for directing today’s workforce because Employee’s jobs have changed The nature of management has changed The employment relationship has changed
Because of this empowerment has become a necessary aspect of a manager’s repertoire of control
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Clan Control: The Role of Empowerment and Culture
Clan control involves creating relationships built on mutual respect and encouraging each individual to take responsibility for his or her actions
Employees work within a guiding framework of values, and they are expected to use good judgment
The emphasis in an empowered organization is on satisfying customers, not on pleasing the boss
Clan control takes a long time to develop and an even longer time to change
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16-23
Clan Control: The Role of Empowerment and Culture
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16-24
Looking Ahead
After Studying Chapter 17, You will know The processes involved in the development of
new technologies How technologies proceed through a life cycle How to manage technology for competitive
advantage How to assess technology needs The key factors to consider when making
decisions about technological innovation The roles different people play in managing
technology How to develop an innovative organization The key characteristics of successful
development projects
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16-25
Performance Standards
A standard is the level of expected performance for a given goals
Performance standards can be set with respect to Quantity Quality Time used Cost
Return
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Measuring Performance
Performance date is commonly obtained from three sources Written reports, which include computer
printouts Oral reports Personal observation
Information must be provided on a timely basis
Return
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16-27
Comparing Performance
For some activities relatively small deviations from the standard may be acceptable, in while in others a slight deviation would be serious
The principle of exception states that control is enhanced by concentrating on the exceptions, or significant deviations, from the standard
Return
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Taking Corrective Action
This step ensures that operations are adjusted where necessary to achieve the initially planned results
In computer-controlled production there are two basic types of control Specialist control states that the operators of
computer-numerical-control machines must notify engineering specialists for corrective action to be taken
Operator control states that multi-skilled operators can rectify their own problems as they occur
Return
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Balance Sheet
Te statement itemizes three elements of the organization Assets are the values of the
various items the corporation owns
Liabilities are the amounts a corporation owes to various creditors
Stockholders’ equity is the amount accruing to the corporation’s owners
Return
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16-30
Profit and Loss Statement
Comparative statements allow managers to view how income and expenses have changed over the last period
Return
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Financial Ratios
Liquidity ratios indicate a company’s ability to pay short-term debts Current ratio – indicates the extent to which current
assets can decline and still be adequate to pay current liabilities
Leverage ratios show the relative amount of funds in business supplied by creditors or shareholders Debt to equity ratio indicates the company’s ability to
meet its long-term financial obligations Profitability ratios indicate management’s ability
to generate a financial return on sales and/or investments Return on Investment (ROI) is a ratio of profit to
capital used or a rate of return from capitalReturn