week 10 quiz

inter culture

culture that leads to values and Normas that fail to motivate or inspire employees leads to STAGNATION and often failure over time

Alice's Diner: Requests that guests fill out an online survey concerning their satisfaction with the restaurant.

feedback controls

Grand Avenue Auto: Monitors customers complaints in order to discover any problem areas or processes in the repair shop.

feedback controls

McLaughlin Electric: One month after installing new electrical systems, a representative visits the client to make sure everything is working correctly.

feedback controls

Acme Pharmacy: Carefully checks the purity of all ingredients that will be used in manufacturing medications.

feedforward controls

GB's Restaurant: The head chef, Grace, shops each morning for fresh fish and produce. She knows that she can only prepare wonderful food if the raw ingredients are of the highest quality.

feedforward controls

Kat's Cradle: When material is ordered for use in making children's sleepwear, the supplier is notified that only flame retardant material is acceptable.

feedforward controls

control system

forma, target:: setting, monitoring, evaluation and feedback systems that provide managers with information about how well the organizations strategy and structure are working

organizational goals

goals should be specific and difficult but attainable

stretch goals

goals that challenge and stretch managers ability but are not out of reach and do not require an impossible high expenditure of managerial time and energy

organizational change

movement of an organization away from its present state and toward some desired future state to increase its efficiency and effectiveness

managers by objectives (MBO)

-a goal-setting process in which managers and each of his or her subordinates NEGOTIATE specific goals and objectives for the subordinate to achieve and the periodically evaluate the extent to which the subordinate is achieving those goals (BALANCED SCORECARDS)

a good control system should:

-be flexible so managers can respond as needed (don't be a slave to the system) -provide accurate info about the organization -provide information in a timely manner

behavior control

-direct supervision involves manager who -actively monitor and observe the behavior of their subordinates -teach subordinates the behaviors that are appropriate and inappropriate -intervent to take corrective action as needed

organizational learning

-keeping fresh -managers try to increase organizational members ability to understand and appropriately respond to changing conditions -impetus for change -can help members make decisions about changes

problems with output control

-managers must create output standards that motivate at all levels -standards should not cause managers to behave in inappropriate ways to achieve organizational goals

organizational control and change

-need to improve operations -need to respond to new events -managers must balance the need for an organization to improve the way it currently operates the need for it to change in response to new, unanticipated events

Which of the following describes the purpose of managerial control?

-setting goals -arranging tasks around goals -assessing goal accomplishment -taking corrective actions

4 steps in organizational change process

1. Assess the need for change 2. Decide on the change to make 3. Implement the change 4. Evaluate the change

4 steps I organizational control

1. establish the standards of performance, goals, or targets against which performance is to be evaluated 2. measure actual performance 3. compare actual performance against chosen standards of performance 4. evaluate the result and initiate corrective action if the standard is not being achieved

3 types of temporal control

1. input stage 2. concession stage 3. output stage

operating budget

a blueprint that states how managers intend to allocate and use the resources they control to attain organizational goals effectively and efficiently

bottom up change

a gradual or evolutionary approach to change in which managers at all levels work together to develop a detailed plan for change

input stage (feedforward control)

anticipate problems before they occur

Kimberly weighs Jane's performance against the standard performance for her job level.

compare

BJ's Brewery: BJ's has installed a new set of automatic sensors to continually monitor the cultivation temperature, dissolved oxygen, and pH level of their beer as it brews.

concurrent controls

JPH Hospital: Each patient's wristband is checked each time medicine is administered to insure that it is being given to the correct patient.

concurrent controls

LaReine's Sports Designs: At each step in the manufacturing process, specific workers check that the correct buttons and zippers are being used and that the hems have been sewn correctly.

concurrent controls

clan control

control exerted on individuals and groups in an organization by shared values and Normas standards of behavior and expectations

bureaucratic control

control of behavior by means of a comprehensive system of rules and standard operating procedures

If the manager in the video has identified the resistance of employees as an obstacle for this organizational merger, he could have taken actions to decrease the negative effects of it. In other words, the manager could have done a more effective job on which of the following steps in the change process?

deciding on the change to make

Dinika sets the desired cooling temperature range for a particular step in the manufacture of the new metal product.

establish

Kang-Lin sets the anticipated optimal speed of the conveyor belt in the chocolate factory.

establish

Caitlin increases the output goal for her team after noting that the members consistently finish assigned work early.

evaluate

Kenny notes that the coolant temperature has consistently been below expectation and orders a machinery check

evaluate

True or false? When a goal is not met, a manager should assume that employees were not performing to their utmost potentia

false

top-down change

fast, revolutionary approach in which top managers identify what needs to be changed, decide what to do, then move quickly to implement change -overnight

output stage (feedback control)

manage problems after they occur

conversion stage (concurrent control)

manage problems as they occur

Benson assesses machine tolerance settings once each day.

measure

Cynthia calculates the turnover rate for her division.

measure

Rose compares the actual freezer temperature against the temperature required by the company regulations.

measure

leverage ratios

measures how much debt or equity is used to finance operations: debt-to-asset and time-covered ratios

activity ratios

measures of how efficiently managers are creating value from assets: inventory turnover, days sales outstanding ratios

profit ratios

measures of how efficiently managers convert resources into profits -return on investment

liquidity ratios

measures of how well managers protect resources to meet short term debt-current and quick ratios

behavior control

mechanisms: direct supervision, management by objective, rules and standard iterating procedures

output control

mechanisms: financial measures of performance, organizational goals, operating budgets

organizational culture/clan control

mechanisms: values, norms, socialization

benchmarking

process of comparing one company performance on specific dimensions with ht performance of other high performing organizations

controlling

process where managers monitor and regulate how efficiently and effectively an organization and its members are performing the activities necessary to achieve organizational goals

The manager should have done a better job in balancing the need to improve operations with the need to

respond to new events

problems with bureaucratic control

rules easier to make than to discard, leading to bureaucratic and red tape and slowing -loss of flexibility, new ideas, and create e problem solving

Sarah is a manager at a retail store that sells mobile devices. After reviewing the store's sales records over the past several months, she determines that the store needs to sell more devices to boost its sales. Accordingly, she tells employees that they will be expected to sell at least 5 phones per day and that she will assess the number of sales each employee makes after a month has passed. Most employees met this requirement, but a few sold fewer than 5 phones per day. Sarah decides not to approach these underperforming employees for fear of being disliked. Which of the following steps in the control process did Sarah not take?

taking corrective action

organizational culture

the shared set of beliefs, expectations, values, norms, and work routines that influences how members of an organization relate to one another and work together to achieve goals

The employees in the video complain about their new roles and duties in the new organization, which indicates that they did not participate in many of the decision making processes before the merger occurred, and the top managers made most of the decisions. This can be an example of

top-down change

adaptive culture

values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be affective