2. Objectives 1. A definition of control
2. A thorough understanding of the controlling subsystem
3. Insights into the relationship between power and control
4. An understanding of steps that can be taken to increase the quality of a controlling subsystem
5. Knowledge of the various potential barriers that must be overcome to implement successful control
6. Insights regarding the main factors that influence the value of information

3. Objectives
7. An understanding of the importance of an information of an information system (IS) to an organization 8. Insights regarding how to manage an IS effectively

4. The Fundamentals of Controlling
Defining Control
Control is making something happen the way it was planned
Planning and control are virtually inseparable functions
Siamese twins of management
Murphy’s Law

5. The Fundamentals of Controlling
Defining Controlling
The Controlling Subsystem
The Controlling Process
Measuring Performance
How to Measure
What to Measure

6. The Fundamentals of Controlling

7. The Fundamentals of Controlling

8. The Fundamentals of Controlling
Defining Controlling (continued)
The Controlling Process (continued)
Comparing Measured Performance to Standards
General Electric (GE) standards:
1. Profitability
2. Market position
3. Productivity
4. Product leadership
5. Personnel development
6. Employee attitudes
7. Social responsibility
8. Reflecting the relative balance between short- and long-range goals

9. The Fundamentals of Controlling
Defining Controlling (continued)
The Controlling Process (continued)
Taking Corrective Action
Recognizing Problems
Recognizing Symptoms

10. Power and Control A Definition of Power Total Power of a Manager
Authority is the right to command or give orders
Power is the ability to influence others so they take orders
Total Power of a Manager
Position power
Personal power

11. Power and Control Steps for Increasing Total Power
1. Sense of obligation toward the manager
2. Belief that the manager possesses a high level of expertise
3. Sense of identification with the manager
4. Perception that they are dependent on the manager

12. Power and Control Making Controlling Successful
Specific Organizational Activities Being Focused On
Different Kinds of Organizational Goals
Timely Corrective Action
Communication of the Mechanics of the Control Process

13. Essentials of Information
Factors Influencing the Value of Information
Information Appropriateness
1. Operational control
2. Management control
3. Strategic planning
Operational Control, Management Control, and Strategic Planning
Decisions
Information Quality
Information Timeliness
Information Quantity

14. Essentials of Information (Continued)
Evaluating Information
Identifying and Evaluating Data
Evaluating the Cost of Data

15. Essentials of Information

16. Essentials of Information

17. Information Technology (IT)
Consists of any type of equipment or process
Use in the performance of their work
Information technology (IT)
Computers and telecommunication devices
Use information in the performance of work

18. The Information System (IS)
Describing the IS
Operating the IS
To determine management information needs analyze:
1. Decision areas in which management makes decisions
2. Specific decisions within these decision areas
3. Alternatives that must be evaluated
Different Managers Need Different Kinds of Information

19. The Information System (IS)

20. The Information System (IS)

21. The Information System (IS)
Managing Information Systems
Managing User Satisfaction
Determine degree of user satisfaction with the IS by:
(1) the quality of the IS
(2) information quality
Managing the IS Workforce
Managing IS Security
International Information Security Foundation
Generally Accepted System Security Principles (GASSP)

22. The Information System (IS)

23. The Management Decision Support System (MDSS)

24. The Information System (IS)

25. ?
Questions

26. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.