1. Implementing and Controlling
Chapter 14
Implementing and Controlling
©2008 Thomson/South-Western
Chapter 14
Implementing and Controlling

2. Implementing Activities
Effective communications
Employee motivation
Work teams
Operations management
Chapter 14
Implementing and Controlling

3. Motivation Theories: Maslow’s Hierarchy of Needs
self-actualization
esteem
social
security
physiological
Chapter 14
Implementing and Controlling

4. Motivation Theories: McClelland’s Achievement Motivation
power
affiliation
Chapter 14
Implementing and Controlling

5. Motivation Theories: Herzberg’s Two-Factor Theory
hygiene factors
motivators
dissatisfiers
satisfiers
Chapter 14
Implementing and Controlling

6. Implementing and Controlling
Implementing Change
Carefully plan for the change.
Communicate with people so that change does not surprise them.
Involve people so they feel a part of the change.
Educate people so they understand the change.
Support people in their efforts to change.
Chapter 14
Implementing and Controlling

7. Implementing and Controlling
Steps in Controlling
Establishing standards for each of the company’s goals
Measuring and comparing performance against the established standards to see if the performance met the goals
Taking corrective action when performance falls short of the standards
Chapter 14
Implementing and Controlling

8. Implementing and Controlling
Types of Standards
Quantity standards — establish expected amount of work to be completed
Quality standards — describe expected consistency in production or performance
Time standards — measure amount of time it takes to complete an activity
Cost standards — control costs
Chapter 14
Implementing and Controlling

9. Taking Corrective Action
Taking steps to improve performance
Changing policies and procedures
Revising the standard
Chapter 14
Implementing and Controlling

10. Implementing and Controlling
Controlling Costs
Inventory
Just-in-time (JIT) inventory controls
Credit
Theft
Health and safety
Chapter 14
Implementing and Controlling