CHAPTER TEN: ORGANIZATIONAL CONTROL AND CULTURE This chapter looks in detail at the nature of organizational control and describes the steps in the control process. The concept of culture is also analyzed and how it impacts the management of an organization and the behavior of its people. It explains the function of organizational culture in creating organizational structure. LEARNING OBJECTIVES 1. Define organizational control, and describe the four steps of the control process
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2. Identify the main output controls, and discuss their advantages and disadvantages as means of.
3. Identify the main behavior controls, and discuss their advantages and disadvantages as means of coordinating and motivating employees.
4. Explain the role of organizational culture in creating an effective organizational architecture
The Importance of Organizational Control. 1. To determine how efficiently they are using their resources, managers must be able to accurately measure how many units of inputs are being used to produce a unit of output. 2. Another important control issue involves the quality of goods and services 3. Monitoring employee behavior can help managers find ways to increase employeesâ€™ performance levels. 4. Controlling can raise the level of innovation in an organization. a. Innovation takes place when managers create an
organizational setting in which employees feel empowered to be creative and in which authority is decentralized. An effective control system has three characteristics: i.
It is flexible enough to allow managers to respond as necessary to unexpected events.
It provides accurate information.
It provides managers with the information in a timely manner
Performance standards selected at one level affect those at the other levels.
Measure actual performance. Managers can measure or evaluate two things: i. The actual outputs that result from the behavior of their members. ii. The behaviors themselves.
Compare actual performance against chosen standards of performance.
Evaluate the result and initiate corrective action if the standard is not being achieved. BIBLIOGRAFĂ?A -
Jones, Contemporary Management, Third Edition. Chapter ten.