hofam vak organisatie & management les 12. het vier-instrumentenmodel van managementcontrol 2
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HOFAM vak Organisatie & Management les 12
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Het vier-instrumentenmodel van managementcontrol
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W aarnem ing en beoordeling van het verloop van de activ ite iten en
beoordeling van het resultaat gericht op b ijsturing
Leiderschap
3e instrum ent(le id ing geven; beslissingen
overdragen; taken opdragen;m otiveren)
R egels voortaakgedrag
C onditionering(begrenzing) vanhet taakgedrag
Voorspelbaarheidvan het taakgedrag
Kader van doelste llingen,stra teg iebepaling en p lannen
1e instrum ent
Kader van organisatiestructuur
P rocesbeheersings-procedure
4e instrum ent
M edew erkers Activ ite itenin een proces
D oel/resultaat
Manager
2e instrum ent
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Organizational Control
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The systematic process through which managers regulate organizational activities to make them consistent with expectations established in
● Plans
● Targets
● Standards of performance
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Organizational Control
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To effectively control an organization, managers need to decide
What information is essential
How will they obtain that information
How they can and should respond to it
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Feedback Control Model
EstablishStrategicGoals
2. Measure actual performance
3. Compare performance to standards
4. Take corrective action
4. Do nothing or provide reinforcement
Feedback
If Adequate
If Inadequate
AdjustPerformance
AdjustStandards
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Control Philosophies
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Hierarchical control influencing employee behavior and assess performance through
• rules• Policies• hierarchy of authority• reward systems • other formal devicesDecentralized control relies on• organizational culture• group norms• focus on goals• rather than rules and procedures
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Hierarchical and Decentralized Methods of Control
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Hierarchical Control Decentralized Control
Basic Assumptions
People are incapable of self-discipline and cannot be trusted. They need to be monitored and controlled closely.
People work best when they are fully committed to the organization
Actions Uses detailed rules and procedures; formal control systems.Uses top-down authority, formal hierarchy, position power, quality control inspectors.Relies on task-related job descriptions.
Emphasizes extrinsic rewards (pay, benefits, status).Features rigid organizational culture; distrust of cultural norms as means of control.
Features limited use of rules; relies on values, group and self-control, selection, and socialization.Relies on flexible authority, flat structure, expert power; everyone monitors quality.Relies on result-based job descriptions; emphasizes goals to be achieved.Emphasizes extrinsic and intrinsic rewards (meaningful work, opportunities for growth).Features adaptive culture; culture recognized as means for uniting individuals, team, and organizational goals for overall control.
Consequences Employees follow instructions and do just what they are told.Employees feel a sense of indifference toward work.Employees absenteeism and turnover is high.
Employees take initiative and seek responsibility.
Employees are actively engaged and committed to their work.Employee turnover is low
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Individualism Approach
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● Acts are moral when they promote the individual's best long-term interests, which ultimately leads to the greater good
● Individual self-direction paramount
● Individualism is believed to lead to honesty & integrity since that works best in the long run
● However, top executives from WorldCom, Enron, Tyco demonstrate flaws of approach
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Moral-Rights Approach
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− Moral decisions are those that best maintain the rights of those people affected by them.
− An ethical decision is one that avoids interfering with the fundamental rights of others.
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Justice Approach
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− Moral decisions must be based on standards of equity, fairness and impartiality.
− Three types of justice are of concern to managers:
• Distributive justice
• Procedural justice
• Compensatory justice
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Corporate Social Responsibility
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− Organization’s obligation to make decisions and take actions that will enhance the welfare and interests of society and organization
− Being a good corporate citizen
− Difficulty in understanding – issues can be ambiguous with respect to right and wrong
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Organizational Stakeholders
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− Any group within or outside the organization that has a stake in the organization’s performance
− Each stakeholder • Has a different criterion of responsiveness • Has a different interest in the company
− Monsanto
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Criteria of Corporate Social Responsibility
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DiscretionaryResponsibility
C ontribute to thecom m unity; be a good
corporate citizen.
Ethical ResponsibilityBe eth ica l. D o w hat is right. Avoid harm .
Legal ResponsibilityO bey the law.
Econom ic ResponsibilityBe profitab le.
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The Ethical Organization
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Het vier-instrumentenmodel van managementcontrol
15
Waarnem ing en beoordeling van het verloop van de activ ite iten en
beoordeling van het resultaat gericht op b ijsturing
Leiderschap
3e instrum ent(le id ing geven; beslissingen
overdragen; taken opdragen;m otiveren)
Regels voortaakgedrag
Conditionering(begrenzing) vanhet taakgedrag
Voorspelbaarheidvan het taakgedrag
Kader van doelste llingen,strategiebepaling en p lannen
1e instrum ent
Kader van organisatiestructuur
P rocesbeheersings-procedure
4e instrum ent
M edewerkers Activite itenin een proces
Doel/resultaat
Manager
2e instrum ent
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Organizational Control
− The systematic process through which managers regulate organizational activities to make them consistent with expectations established in
● Plans
● Targets
● Standards of performance
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Organizational Control
− To effectively control an organization, managers need to decide
− What information is essential
− How will they obtain that information
− How they can and should respond to it
17