1. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. chp20 Controlling Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.

2. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Organizational Control The systematic process of regulating organizational activities Control can focus on events before, during, or after a process Three types of control 1Feed forward Sometimes called preliminary or preventive control 2Concurrent Assesses current work activities, relies on performance standards Includes rules and regulations for guiding employee tasks and behaviors Intent to ensure that work activities produce the correct results 3Feedback Focuses on the organization’s outputs; also called post-action or output control The American Productivity & Quality Center devoted specifically to improve organizational effectiveness

3. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Organizational Control Focus Feed forward Control Anticipates Problems Examples Pre-employment drug testingInspect raw materialsHire only college graduates Focus is on Inputs Concurrent Control Solve Problems as They Happen Examples Adaptive cultureTotal quality management Employee self-control Focus is on Ongoing Processes Feedback Control Solves Problems After They Occur ExamplesAnalyze sales per employeeFinal quality inspection Survey customers Focus is on Outputs

4. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Feedforward Control Attempts to identify and prevent deviations Sometimes called preliminary or preventive control Focus is on –Human –Material –Financial resources

5. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Concurrent Control Monitors employees activities for consistency with performance standards Assesses –Current work activities –Relies on performance standards –Includes rules and regulations

6. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Feedback Control Focuses on outputs Sometimes called post action or output control

7. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Feedback Control Model If Inadequate If Adequate Adjust StandardsAdjust Performance Feedback Establish Strategic Goals 1. Establish standards of performance. 2. Measure actual performance. 3. Compare performance to standards. 4. Take corrective action. 4. Do nothing or provide reinforcement. NIST Quality Program

8. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Budgetary Control Common method of managerial control Process of setting targets Used to monitor results and compare to budget

9. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Budgets Managers Use Expense Revenue Cash Capital

10. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Traditional Budgeting Methods Top-down budgeting  Middle and lower-level managers set departmental budget targets  Done in accordance with overall company revenues and expenditures specified by top management Bottom-up budgeting  Lower-level managers budget their departments’ resource needs  Budget request pass up to top management for approval

11. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Financial Statements Provide basic information for financial control Two statements 1.Balance sheet- shows assets, liabilities, and owners’ equity 2.Income statement- shows revenues and expenses

12. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Financial Analysis Ratios How Determining Tells You Liquidity Ratios Current ratio Current assets/Current liabilities 1. Ability to meet its current debt obligations 2. If there are sufficient assets to convert into cash to pay off debts Activity Ratios Inventory turnover Conversation ratio Total sales/Average inventory Purchase orders/Customer inquiries 1. Measures internal performance 2.How many times the inventory is used up to meet the total sales figure 3. Company’s effectiveness in converting inquiries into sales Profitability Ratios Profit margin on sales Gross margin Return on assets (ROA) Net income/Sales Gross income/Sales Net income/Total Assets 1.Profits relative to a source, such as sales or assets 2.What a company earned from its assets Leverage Ratios Debt ratio Total debt/Total assets 1.Funding activities with borrowed money 2.A debt ratio above 1.0 to be a poor credit risk

13. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Control Philosophies Bureaucratic influencing behavior through; –rules – policies – hierarchy of authority – written documentation – reward systems Decentralized relies on; –cultural values –traditions –shared beliefs –trust

14. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. TQM Most companies that have adopted TQM have incorporated  Quality circles  Benchmarking  Six Sigma principles  Reduced cycle time  Continuous improvement

15. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Quality Circle Process Team Creates Quality Circle and Collects Information Team Selects Problems to Be Solved Team Gathers Data and Analyzes Problems Team Recommends Solutions Decision by Top Management Feedback from Mangers to Quality Circles

16. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. New Financial Control Systems  Economic value added  Market value added  Activity-based costing

17. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. New Workplace & Control  Open book management  Balanced scorecard