1. Y.K.Feng, Management, Fall 2002Chapter 131 Chapter 13 Foundations of Control 控制的基礎

2. Y.K.Feng, Management, Fall 2002Chapter 132 Learning Outcomes Define control Describe three approaches to control Explain why control is important Define the control process Analyze the three types of control

3. Y.K.Feng, Management, Fall 2002Chapter 133 Learning Outcomes Describe an effective control system Identify contingency factors in the control process Learn the dysfunctional side of controls Describe how national differences affect the control process Study ethical issues in employee monitoring

4. Y.K.Feng, Management, Fall 2002Chapter 134 ► What is Control ？何謂控制 The process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations. ► Three approaches to designing control systems: (Suggested by William G. Ouchi in 1980) 設計控制系統的三種方法 1.Market control 市場控制 2.Bureaucratic control 科層控制 3.Clan control 群體 ( 團隊 ) 控制

5. Y.K.Feng, Management, Fall 2002Chapter 135 Characteristics of Three Approaches to Control Systems 1.Market control ： 使用外在市場機制建立標準以控制員工之工作績效。此適用於具有清楚 明確易區別之產品或服務且市場競爭激烈之組織。 2.Bureaucratic control ： 強調組織職權。使用行政和層級機制設定員工行為與工作績效之標準。 適用於強調組織權力與集權化且高度正式化的組織。 3.Clan control ： 參考該組織文化中之共同價值觀 (the shared values) 、規範、傳統、 儀文、信念和其他層面制定控制標準以規範員工之行為。此適用於團隊 型與科技變更快速的組織。

6. Y.K.Feng, Management, Fall 2002Chapter 136 The Importance of Control ․ Related to planning ․ Encouraging managers to delegate Planning Goals Objectives Strategies Plans Controlling Standards Measurements Comparisons Actions Leading Motivation Leadership Communication Individual and Group Behavior Organizing Structure Human Resource Management

7. Y.K.Feng, Management, Fall 2002Chapter 137 The Control Process Assumed goals and objectives( including organizational, divisional, departmental, and individual goals) have existed and standards are set up before taking the following steps ： 1. Measuring actual performance 2. Comparing actual performance against standards 3. Taking managerial actions-- Do nothing Correct the actual performance Revise the standards

8. Y.K.Feng, Management, Fall 2002Chapter 138 Managerial Decisions in the Control Process Identify Causes Identify Causes Correct Performance Correct Performance Variance Acceptable? Variance Acceptable? Revise Standard Revise Standard Attained? Standard Attained? Standard Acceptable? Standard Acceptable? Yes No Compare Performance to Standard Compare Performance to Standard Measure Performance Measure Performance Objectives Standard Do Nothing

9. Y.K.Feng, Management, Fall 2002Chapter 139InformationPeopleFinancesOperations What Managers Measure

10. Y.K.Feng, Management, Fall 2002Chapter 1310 Defining an Acceptable Range of Variation Acceptable Upper Limit Standard Acceptable Lower Limit Acceptable Range of Variation t t+1 t+2 t+3 t+4 t+5

11. Y.K.Feng, Management, Fall 2002Chapter 1311 Mid-Western Distributors’ Sales for July (in hundreds of cases) Heineken Molson Beck’s Moosehead Labatt’s Corona Amstel Light Dos Equis Tecate Total Cases 1,075 630 800 620 540 160 225 80 170 4,300 913 634 912 622 672 140 220 65 286 4,464 (162) 4 112 2 132 (20) (5) (15) 116 164 Brand Standard ActualOver (Under)

12. Y.K.Feng, Management, Fall 2002Chapter 1312 Output Feedforward Control Anticipates Problems Before They Occur Concurrent Control Corrects Problems As They Occur Feedback Control Corrects Problems After They Occur 前向性即時性回饋性 Input Process Types of Control 控制的類型

13. Y.K.Feng, Management, Fall 2002Chapter 1313 Qualities of an Effective Control System Accuracy Timeliness Economy Flexibility Understandability Reasonable criteria Emphasis on exceptions Strategic placement Multiple criteria Corrective action

14. Y.K.Feng, Management, Fall 2002Chapter 1314 Contingency Factors in Control Systems Organization Size Position and Level Degree of Decentralization Organizational Culture Importance of an Activity Small Large Informal, personal management Formal, personal management High Low High Low Open Closed High Low Contingency Variable Control Recommendations Many complex criteria Few, easy-to-measure criteria Increased number of controls Reduced number of controls Informal, self-control Formal, external controls Elaborate, comprehensive controls Loose, informal controls

15. Y.K.Feng, Management, Fall 2002Chapter 1315 Adjusting Controls for National Differences Technology and the Comparability of Data Distance and the Formality of Controls