Directing and Controlling

Characteristics of effective control system

-well communicated -well coordinated -timely -flexible -economical

Expectations

-what managers expect of their subordinates and the way they treat them largely determine their performance and career progress -ex: if you treat employee with distrust, they will behave accordingly. if you expect them to fail, they will probably fail.

Actual vs. Desired Performance

increase in sales 20% (positive), but we had to raise the budget (negative)

Self-Actualization

personal growth and fulfillment

Stages of Control Process

1. Determine performance standards 2. Measurement of Performance 3. Comparison of actual against desired performance 4. implementation of corrective action.

Performance Standards (3)

1. pertinent to the task at hand 2. measurable 3. achievable and realistic

Maslow's Hierarchy of Needs

Lowest to highest: 1. physiological needs 2. safety needs 3. love needs 4. esteem needs 5. self-actualization

"Greatest Management Principle in the World"

-if you reward goofing off, then that is exactly what you get. -don't give accross the board raises

Measurement of performance

-keep logs of activities that have standards outlined -can do surveys (patient satisfaction surveys)

LT: Great person Theory

-leadership skills are a matter of birth, not made.

Maslow's idea:

-lower tiers (phys needs) must be met first before higher tier will motivate someone -no "one shoe fits all" philosophy. what motivates one person, may not motivate another.

Example of Corrective Control

-midterm grades aren't where you want them to be, so you contact advisor. -pharmacy has too much inventory, so you get rid of excess and make sure problem doesn't recur.

Behavioral Dimensions of control process

-people don't like being behavior monitored -controls can cause inter-group conflicts -excessive controls limits flexibility -always keep legal implications in mind -consider human aspects of management function (respect)

Example of Preventive Control

-policies and procedures in place to hire right people ---want to hire right people so that we don't have to go through hiring process all over again -purchasing systems (to prevent stock-outs)

LT: Traits theory

-possess traits that are not completely inborn, but can be acquired through learning and experience.

Safety Needs

-protection, security, order, limits, stability

Directing

-providing direction to subordinates within structure in order that work is done correctly and on time.

Controlling

-related to the directing and planning processes -feedback loop (determining if we want to be effective in reaching our goals)

performance standards

-statement of expected levels of accomplishment. -made at all institutional levels

Types of Control

-Preventive -Corrective

Example of performance standard.

-Systematic internal reviews (SIR) at VA. evaluation of waiting time and made sure patients waited no longer than x minutes for appt.

Leadership

-ability to inspire and influence others to contribute to the attainment of an organization's goals and objectives

Esteem Needs

-achievement, status, responsibility, reputation

Corrective Control

-activities designed to adjust situations in which undesirable performance has already occurred.

Preventive Control

-activities designed to prevent undesired performance BEFORE it occurs.

Equity Theory

-aspect of job performance and satisfaction -people look at the input they give and the output reward. if it is equitable, things will go smoothly, but if some ppl work longer and harder than others and get the same raise as someone who doesnt work as hard, they will cut back their efforts.

Biological and Physiological Needs

-basic life needs: air, food, drink, shelter, etc.

implementation of corrective action

-do this to obtain desired performance

Love Needs

-family, love, affection, relationships, work group

LT: "Big bang" theory

-great events make leaders of otherwise ordinary people

Traits/Characteristics of Leaders

-honesty -competency -forward-looking vision -ability to inspire others

Motivation

-use employee's value system when deciding how to motivate that employee (don't have to agree with it)