1. Organizational Control
Managers monitor and regulate how efficiently and effectively an organization and its members are performing the activities necessary to achieve organizational goals
Keeping an organization on track, anticipating events, changing the organization to respond to opportunities and threats

2. Organizational Control
Managers must monitor and evaluate:
Is the firm efficiently converting inputs into outputs?
Are units of inputs and outputs measured accurately?
Is product quality improving?
Is the firm’s quality competitive with other firms?
Are employees responsive to customers?
Are customers satisfied with the services offered?
Are our managers innovative in outlook?
Does the control system encourage risk-taking?

3. Control Systems Control Systems
Formal, target-setting, monitoring, evaluation and feedback systems that provide managers with information about whether the organization’s strategy and structure are working efficiently and effectively.

4. Three Types of Control
Figure 11.1

5. Control Process Steps
Figure 11.2

6. Three Organizational Control Systems
Figure 11.3

7. Output Control Operating Budgets
Blueprint that states how managers intend to use organizational resources to achieve organizational goals efficiently.
Each division is evaluated on its own budgets for cost, revenue or profit.
Managers are evaluated by how well they meet goals for controlling costs, generating revenues, or maximizing profits while staying within their budgets.

8. Behavior Control Direct supervision
managers who actively monitor and observe the behavior of their subordinates
Teach subordinates appropriate behaviors
Intervene to take corrective action
Most immediate and potent form of behavioral control
Can be an effective way of motivating employees

9. Management by Objectives
Management by Objectives (MBO)
formal system of evaluating subordinates for their ability to achieve specific organizational goals or performance standards and to meet operating budgets

10. Management by Objectives
Specific goals and objectives are established at each level of the organization
Managers and their subordinates together determine the subordinates’ goals
Managers and their subordinates periodically review the subordinates’ progress toward meeting goals

11. Bureaucratic Control Bureaucratic Control
Control through a system of rules and standard operating procedures (SOPs) that shapes and regulates the behavior of divisions, functions, and individuals.

12. Organization Change
Movement of an organization away from its present state and toward some desired future state to increase its efficiency and effectiveness

13. Organizational Change

14. Lewin’s Force-Field Theory of Change
There are a wide variety of forces arising from the way an organization operates, from its structure, culture, and control systems that make organizations resistant to change

15. Lewin’s Force-Field Theory of Change
To get an organization to change, managers must find a way to increase the forces for change, reduce resistance to change, or do both simultaneously

16. Steps in the Organizational Change Process
Figure 11.7

17. Evaluating the Change Benchmarking
The process of comparing one company’s performance on specific dimensions with the performance of other, high-performing organizations.

18. Strategic Human Resource Management
Human Resource Management (HRM)
Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.

19. Strategic Human Resource Management
HRM activities
Recruitment and selection
Training and development
Performance appraisal and feedback
Pay and benefits
Labor relations

20. Components of a Human Resource Management System
Figure 12.1

21. HRM Components Recruitment and Selection
Used to attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals.

22. HRM Components Training and Development
Ensures that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future
Changes in technology and the environment require that organizational members learn new techniques and ways of working

23. HRM Components Performance Appraisal and Feedback
Provides managers with the information they need to make good human resources decisions about how to train, motivate, and reward organizational members
Feedback from performance appraisal serves a developmental purpose for members of an organization

24. HRM Components Pay and Benefits
Rewarding high performing organizational members with raises, bonuses and recognition.
Increased pay provides additional incentive.
Benefits, such as health insurance, reward membership in firm.

25. HRM Components Labor relations
Steps that managers take to develop and maintain good working relationships with the labor unions that may represent their employees’ interests

26. The Legal Environment of HRM
Equal Employment Opportunity (EEO)
The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
Equal Employment Opportunity Commission (EEOC) enforces employment laws.

27. Who Appraises Performance?
Figure 12.6

28. Effective Performance Feedback
Formal appraisals
An appraisal conducted at a set time during the year and based on performance dimensions that were specified in advance
Informal appraisals
An unscheduled appraisal of ongoing progress and areas for improvement

29. Pay and Benefits Pay level
The relative position of an organization’s incentives in comparison with those of other firms in the same industry employing similar kinds of workers
Managers can decide to offer low, average or high relative wages.
High wages attract and retain high performers but raise costs; low wages can cause turnover and lack of motivation but provide lower costs.

30. Labor Relations Laws regulating areas of employment.
Fair Labor Standards Act (1938) prohibits child labor, sets a minimum wage and maximum working hours.
Equal Pay Act (1963) men and women doing equal work will get equal pay.
Work Place Safety (1970) OSHA mandates procedures for safe working conditions.

31. Unions
Unions
Represent worker’s interests to management in organizations.
The power that a manager has over an individual worker causes workers to join together in unions to try to prevent this.
Unions are permitted by the National Labor Relations Act (1935) which also created the NLRB to oversee the relationship between employers and unions.
Not all workers want unions. Union membership costs money in dues and workers might not want to strike.
Union membership is lower today than 40 years ago.

32. Unions Collective bargaining
Negotiation between labor and management to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.