1
Fundamentals of ManagementSixth Edition
Robbins and DeCenzoWith contributions from Henry Moon
Fall 2009 Revised by Grace F. Wang
Chapter 13Chapter 13 : : Foundations of Control
控制的基礎控制的基礎
2
What Is Control?
• Control– The process of monitoring activities to ensure that they are
being accomplished as planned and of correcting any significant deviations
– An effective control system ensures that activities are completed in ways that lead to the attainment of the organization’s goals.
– 控制 (control) :用以確保活動能按計畫完成,並修正任何重大偏離的監控程序。
3
Characteristics of Three Approaches
to Control Systems• Market
– Uses external market mechanisms, such as price competition and relative market share, to establish standards used in system to gain competitive advantage.
• Bureaucratic– Emphasizes organizational authority of administrative and
hierarchical mechanisms to ensure appropriate employee behaviors and to meet performance standards.
• Clan– Regulates employee behavior by the shared values, norms,
traditions, rituals, beliefs, and other aspects of the organization’s culture.
4
Characteristics of Three Approaches to Control Systems (by William G . Ouchi in 1980)
設計控制系統的三種方法1.Market control ( 市場控制 ) :
使用外在市場機制建立標準以控制員工之工作績效。此適用於具 有清楚明確易區別之產品或服務且市場競爭激烈之組織。2.Bureaucratic control ( 科層控制 ) :
強調組織職權。使用行政和層級機制設定員工行為與工作績效之 標準。適用於強調組織權力與集權化且高度正式化的組織。3.Clan control ( 團隊控制 ) :
參考該組織文化中之共同價值觀 (the shared values) 、規範、 傳統、儀文、信念和其他層面制定控制標準以規範員工之行為。 此適用於團隊型與科技變更快速的組織。
5
The Importance of Control․Related to planning ․Encouraging managers to delegate
Planning
GoalsObjectivesStrategiesPlans
ControllingStandardsMeasurementsComparisonsActions
LeadingMotivationLeadershipCommunicationIndividual and Group Behavior
Organizing
StructureHuman Resource Management
7
比較實際績效與標準兩者之間的差距
比較實際績效與標準兩者之間的差距
衡量實際績效衡量實際績效
標準是否達成?
標準是否達成?
差異是否可接受?差異是否可接受?
標準是否可接受?標準是否可接受?
修改標準修改標準
不需行動不需行動
不需行動不需行動
尋找差異的原因
尋找差異的原因
修正績效修正績效
目標目標 標準標準
是
是
是
否
否
否
圖表 13-2 控制的程序
10
South Atlantic’s Distributors’ Sales Performance
for July (hundreds of cases)
BRAND STANDARD ACTUAL OVER (UNDER)
Heineken 1,075 913 (162)
Molson 630 634 4
Beck’s 800 912 112
Moosehead 620 622 2
Labatt’s 540 672 132
Corona 160 140 (20)
Amstel Light 225 220 (5)
Dos Equis 80 65 (15)
Tecate 170 286 116
Total cases 4,300 4,464 164
12
The Qualities Of An Effective Control System
•正確性•及時性 ( 合時性 )•經濟性•彈性•可了解度•合理的準則
•策略性的配置•重視例外狀況•多重標準•修正行動
13
What Contingency Factors Affect the Design of a Control System?
• Size of the organization
• The job/function’s position in the organization’s hierarchy
• Degree of organizational decentralization
• Type of organizational culture
• Importance of the activity to the organization’s success
14
Contingency Factors in the Design of Control
Systems
Exhibit 13.6
ContingencyVariable
Control Recommendations
15
情境變項 控制建議
組織規模小 非正式化、個人化、
走動管理
大 正式化、非個人化、廣泛的規定
地位和層次高 多重標準
低 少且容易衡量的標準
分權的程度高 增加控制的次數
低 減少控制的次數與幅度
組織文化開放和支持 非正式化、自我控
制脅迫 正式化、外加控制
活動的重要性高 精細、廣泛的控制低 鬆散、非正式控制
圖表 13-6 影響控制系統設計的情境因素
16
Contemporary Issues In Control
• The right to personal privacy in the workplace versus:– Employer’s monitoring of employee activities in
the workplace– Employer’s liability for employees creating a
hostile environment– Employer’s need to protect intellectual property
Remember: The computer on your desk belongs to the company.
18
Control Measures for Deterring or Reducing Employee Theft or Fraud
Sources: Based on A. H. Bell and D. M. Smith. “Protecting the Company Against Theft and Fraud,” Workforce Online (www.workforce.com), December 3, 2000; J. D. Hansen, “To Catch a Thief,” Journal of Accountancy, March 2000, pp. 43–46; and J. Greenberg. “The Cognitive Geometry of Employee Theft,” in Dysfunctional Behavior in Organizations: Nonviolent and Deviant Behavior (Stamford, CT: JAI Press, 1998), pp. 147–93.