管理学基础英语Chapter 9教学课件.pptx

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1、PPT模板下载：/moban/行业PPT模板：/hangye/节日PPT模板：/jieri/PPT素材下载：/sucai/PPT背景图片：/beijing/PPT图表下载：/tubiao/优秀PPT下载：/xiazai/PPT教程：/powerpoint/Word教程：/word/Excel教程：/excel/资料下载：/ziliao/PPT课件下载：/kejian/范文下载：/fanwen/试卷下载：/shiti/教案下载：/jiaoan/字体下载：/ziti/管理学基础英语Chapter 9International ManagementNinth EditionLuthans|DohNi

2、nth EditionFundamentals of ManagementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 9The System and Process of Controlling Fundamentals of ManagementEnglish Course for管理学基础英语管理学基础英语Chapter 9Saurashtra is a company involved in the export of indigenous food products like

3、chutneys and pickles.It has tied up with the small farmers in various states for sourcing of fruits and vegetables.In this way it helps the small farmers to sell their products at reasonable rates.The company follows a practice where only significant deviations from a budget or plan are brought to t

4、he attention of management.Thinking and Discussion In context of the above case,can you identify the principle of management control adopted by the company?Please list any two values that the company wants to communicate to the society.Fundamentals of ManagementEnglish Course forEnglish Course forFu

5、ndamentals of Management管理学基础英语Chapter 9The Control Function of ManagementFundamentals of ManagementEnglish Course forWhat is needed is a broader perspective on control as a management function:this article addresses such a perspective.The first part summarizes the general control problem by discuss

6、ing the underlying reasons for implementing controls and by describing what can realistically be achieved.In the second part,the various types of controls available are identified.The last part discusses why the appropriate choice of controls is and should be different in different settings.Fundamen

7、tals of ManagementEnglish Course for管理学基础英语Chapter 9One important class of problems against which control systems guard may be called personal limitations.Even if employees are properly equipped to perform a job well,some choose not to do so,because individual goals and organizational goals may not

8、coincide perfectly.In other words,there is a lack of goal congruence.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9If nothing is done to protect the organization against the possible occurrence of undesirable behavior or the omission of desirable behavior caused by these personal limit

9、ations and motivational problems,severe repercussions may result.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Perfect control,meaning complete assurance that actual accomplishment will proceed according to plan,is never possible because of the likely occurrence of unforeseen events.Go

10、od control should mean that an informed person could be reasonably confident that no major unpleasant surprises will occur.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Some important characteristics First,control is future-oriented:the goal is to have no unpleasant surprises in the fu

11、ture.Second,control is multidimensional,and good control cannot be established over an activity with multiple objectives unless performance on all significant dimensions has been considered.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Some important characteristics Third,the assessmen

12、t of whether good performance assurance has been achieved is difficult and subjective.Fourth,better control is not always economically desirable.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Control-Problem AvoidanceOne possibility is automation.Another avoidance possibility is central

13、ization.A third avoidance possibility is risk-sharing with an outside body.Finally,some control problems can and should be avoided by elimination of a business or an operation entirely.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Control-Problem AvoidanceFundamentals of ManagementEngl

14、ish Course for管理学基础英语Chapter 9Control of Specific ActionsOne type of control,specific-action control,attempts to ensure that individuals perform(or do not perform)certain actions that are known to be desirable(or undesirable).A second type of specific action control is action accountability a type o

15、f feedback control system by which employees are held accountable for their actions.A third type of specific-action control is preaction review.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Control of ResultsUse of results-accountability control systems requires:(1)defining the dimensi

16、ons along which results are desired,such as efficiency,quality,and service;(2)measuring performance on these dimensions;(3)providing rewards(punishments)to encourage(discourage)behavior that will lead(not lead)to those results.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Control of Pe

17、rsonnelIt emphasizes a reliance on the personnel involved to do what is best for the organization,and it provides assistance for them as necessary.Personnel controls can be very effective by themselves.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Control of PersonnelHowever,even when

18、control problems are present,they can be reduced to some extent by:(1)upgrading the capabilities of personnel in key positions,such as tightening hiring policies,implementing training programs,or improving job assignments;Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9For control over s

19、pecific actions,management must have some knowledge of which actions are desirable.For control over results,the most serious constraint is the ability to measure the desired results effectivelyFundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Often managers cannot rely completely on the pe

20、ople involved in a given area and cannot employ one or more of the avoidance strategies mentioned earlier.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Need for ControlsThe need for controls over any particular behavior or operation within an organization depends very simply on the imp

21、act of that area on overall organizational performance.More control should be exercised over a strategically important behavior rather than over a minor one,regardless of how easy it is to control each.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Amount of Control Provided by Feasible

22、 OptionsThe amount of control provided by each of the control tools depends both on their design and on how well they fit the situation in which they are used.Specific-action and results controls can provide widely varying amounts of control.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter

23、 9Costs:Outlay and BehavioralThe cost of a control depends on two factors:the incremental dollar cost of the tool and the cost of any unintended behavioral effects.A common problem with specific-action controls is that they cause operating delays.Another problem with specific-action controls is that

24、 they can cause rigid bureaucratic behavior.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Why feedback of past results is an important part of many control systemsFirst,feedback is necessary as reinforcement for a results-accountability system.Second,in repetitive situations,measuremen

25、t of results can provide indications of failure in time to make useful interventions.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Why feedback of past results is an important part of many control systemsThird,analysis of how the results vary with different combinations of inputs might

26、 improve understanding of how the inputs relate to results.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9It seems logical to start the control-system design process by considering the personnel component of the organization by itself.Management determines that personnel controls should

27、 be supplemented.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 91.Management control is a behavioral problem.2.Good control can often be achieved in several different ways.3.Not all types of controls are feasible in all situati

28、ons.4.The basic management control problems and alternatives are the same in all functional areas and at all levels in the organization,from the lowest supervisory levels to the very top levels of managementFundamentals of ManagementEnglish Course for管理学基础英语Chapter 9ControlThe Employee Accountabilit

29、yDistortionFundamentals of ManagementEnglish Course for管理学基础英语Chapter 94 Steps in Control Process in Business ManagementEstablishing standards and methods for measuring performance.Measuring the performance.Determining whether performance matches the standard.Taking corrective action.Fundamentals of

30、 ManagementEnglish Course for管理学基础英语Chapter 94 Steps in Control Process in Business ManagementFundamentals of ManagementEnglish Course for管理学基础英语Chapter 9Fundamentals of ManagementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 9Effective OEC management control at China

31、Haier GroupFundamentals of ManagementEnglish Course for管理学基础英语Chapter 9In 1984,Zhang Ruimin took over a nearly bankrupt refrigerator factory in Qingdao,China.Business StrategyHow Does OEC Management Work at HaierTarget SettingControl,Checking,and Clearance:the OEC Daily Clearing RoutineIncentive Mec

32、hanismSustainabilityFundamentals of ManagementEnglish Course for管理学基础英语Chapter 91.What does the acronym OEC stand for?How does it work at Haier?2.Can you list a brilliant marketing example applying famous-brand strategy?3.What are the characteristics of Haier Groups target setting?Whats the advantag

33、e of it?4.How many layers of control system does Haier Group have?What are the functions of each layer?Fundamentals of ManagementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 9Balanced Scorecard of Volkswagen GroupFundamentals of ManagementEnglish Course for管理学基础英语Chapter 91.What is the SMART rule according to this article?2.What are the five components included in the balanced scorecard of Volkswagen?What are the final findings based on the card?