1. Unit 6 Seminar – Control

2.  Unit 5 Review  What’s Due in Unit 6?  Four Steps of Control Systems  The Role of Six Sigma  Internal vs. External Audits

3.  Leading versus managing  Vision  Types of leadership  Power and leadership  Approaches to leadership  Motivation

4. There are three graded assignments in Unit 6: 1. Discussion Assignment-40 points 2. Dropbox Assignment-40 points 3. Quiz-60 points Reading: Chapter 13

5.  First post no later than Saturday  100 words or more  Spelling and grammar do count  Post on at least three different days

6.  Watch the video!  Draft your Assignment paper of at least 100 words in MS Word format.  Be sure your paper is well written in paragraph form, with correct spelling, grammar, and punctuation.  Be sure to name your file according to the Kaplan file-naming convention.

7.  20 question on the four functions of management  You may take the quiz only one time  Must be completed by midnight Eastern time on Tuesday  Two hour time limit

9. 1. How many points can be earned if all questions on the quiz are answered correctly? 2. What material will be covered in the quiz? 3. How long will you have to complete the quiz?

10. Control is one of the four primary functions of management. Control is any process that directs activities toward the achievement of organizational goals. Formal Control Systems (also referred to as Bureaucratic Control Systems) measure progress toward organizational goals, making corrections and adjustments as needed.

11.  “ You know you’re a good manager when you can empower people to do their jobs effectively without you. But I also need to make sure that projects are done within budget, with high quality, and within a reasonable amount of time” Derek Hawthorne, property manager  Page 284 Bateman and Snell

12.  Bureaucratic  Market  Clan

13. System ControlFeatures and Requirements Bureaucratic controlUses formal rules, standards, hierarchy, and legitimate authority. Works best where tasks are certain and workers are independent. Market controlUses prices, competition, profit centers, and exchange relationships. Works best where tangible output can be identified and market can be established between parties. Clan controlInvolves culture, shared values, beliefs, expectations, and trust. Works best where there is “no one best way” to do a job and employees are empowered to make decisions. From: Bateman & Snell Leading & Collaborating in a Competitive World

14. 1. Setting Performance Standards 2. Measuring Performance 3. Comparing performance against the standards and determining deviations 4. Taking action to correct problems and reinforce successes

15. 1. Setting performance standards – Standard - expected performance for a given goal, a target that establishes a desired performance level; motivates performance, and serves as a benchmark against which actual performance is assessed – Can you think of an example of a goal and its standard in your workplace?

16. 2. Measuring performance How are performance goals measured in your workplace?

17. 3. Comparing performance against the standards and determining deviations  What methods do you or your managers use to perform this step?

18. 4. Taking action to correct problems and reinforce successes “ Mistakes and problems are inevitable in complex enterprises.... We shouldn’t expect heads of established organizations to be perfect, but we should expect them to catch and correct their mistakes quickly.”  Rosabeth Moss Kanter, professor, Harvard Business School

20.  Feedforward  Concurrent  Feedback

21. Quality decreased Errors increase Costs increase

22.  What is Six Sigma? › It is a way to measure of quality

23.  Six Sigma is a quality management concept whose goal is the elimination of defects from a company’s product or service.  It involves adjusting various aspects of and around the product or service until it is consistently what the customers want and need.  The term “sigma” refers to how far a product or service is from being “perfect”, free of defects (relative to customers’ wants and needs).  This state of “perfection” or being as free of defects as possible is believed to be achieved at Six Sigma.

24. The higher the sigma number, the lower the level of variation or defects. At six-sigma-level, a process is producing fewer than 3.4 defects per million (approximately 99.99966 accuracy)

25.  For those organizations that use this tool, the management works hard to engage the organization in an effort to eliminate the causes of all defects in the product or service. › One approach that managers may use to address defects is to place employees in work teams that focus on finding improvements and solutions that will prevent a certain defect from arising in the first place.

26.  Two types: › Internal › External

27.  External Audit - an evaluation conducted by one organization, such as a CPA firm, on another  Internal Audit - a periodic assessment of a company’s own planning, organizing, leading, and controlling processes

28.  What type of control is an audit?  A. Feedforward  B. Concurrent  C. Feedback

29.  Have you ever participated in an audit at your workplace?  What type of audit was it?  What were some of the pros and cons of the audit experience that you noticed?

30.  In this seminar, we’ve discussed: › The four steps/stages in Control Systems › The role of Six Sigma › Internal and External Audits in the workplac e stdrds measure variance correct

32.  In our next seminar we will be looking at teams. Why they are important and what makes them work.  I hope to see you then!