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Chapter 14 Implementing & Controlling Implementing Function Motivation Theories Controlling Function.

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Presentation on theme: "Chapter 14 Implementing & Controlling Implementing Function Motivation Theories Controlling Function."— Presentation transcript:

1 Chapter 14 Implementing & Controlling Implementing Function Motivation Theories Controlling Function

2 Implementing Activities Effective Communication - communication is an essential part of implementing work in business. Need to be able to communicate plans, gather feedback & identify and resolve communication problems. Employee Motivation - motivation is the set of factors that cause a person to act in a certain way. Work Teams - A group of individuals who cooperate to achieve a common goal. Operations Management - employees need to be assigned to the appropriate tasks and scheduled to ensure that all work is completed on time.

3 Motivation Theories Maslow’s Hierarchy of Needs - The “best known theory” Physiological Security Social Self Esteem Self Actualization

4 Motivation Theories (cont..) McClellands Achievement Motivation - Claims that we have three basic needs Achievement Need - employees take personal responsibility for their work, set personal goals and want feedback. Affiliation Need - concerned about relationships with others and work to get along and fit in. Power Need - want to influence and control others and to be responsible for a group’s activities.

5 Managing Change The work force is becoming increasingly diverse. Managers need to realize that when employees fear loosing their job or are uncertain they will resist change. Plan Communicate Involve Educate Support

6 Controlling Function With the proper information, managers can tell how well activities are being performed. Controlling determines whether goals are being met and what actions must be taken if they are not met. Basic Steps Establish Standards Measure and Compare Performance to Standards Take Corrective Actions

7 Standards Standards are determined by managers in the planning stage. These standards become the means for judging the success and for applying controls. Quantity Standards - specify the number of units to be produced by individual workers Quality Standards - sampling assembly line products often may be enough to identify potential problems. Time Standards - amount of time it takes to complete an activity has a direct effect on costs, quality & quantity Cost Standards - an important measure of success. Businesses must be cost conscious at all times.

8 Controlling Measuring & Comparing Performance - standards are the basis for achieving effective performance. When performance does not meet standards, corrective actions must be taken. Computers can be used to measure performance. Taking Corrective Actions - Take Steps to improve performance Change policies and procedures Revise the standards

9 Controlling Costs All managers need to watch for areas where costs can be decreased. Inventory - too high an inventory will increase storage and handling. Too low will cause the company to loose business. Just In Time Inventory - inventory is kept at lowest possible levels. Materials arrive just as they are needed. Credit - If customers do not pay their bills, the company looses money. Theft - Retail stores are the hardest hit. Should establish theft controls. Health & Safety - sickness or injury causes absenteeism. Other employees must be able to fill in. Should also train each employee on safety precautions.


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