1、 2011 Prentice Hall, Inc. All rights reserved.,Foundations of Control控制的基础, 2011 Prentice Hall, Inc. All rights reserved.,132,L E A R N I N G O U T C O M E S,Define control.Explain why control is important.Describe the control process.Distinguish among the three types of control.Describe the qualiti
2、es of an effective control system.Identify the contingency factors in the control process.Describe how national differences influence the control process.Identify the ethical dilemmas in employee monitoring.,After reading this chapter, you will be able to:, 2011 Prentice Hall, Inc. All rights reserv
3、ed.,133,What is Control?,ControlThe management function that involves monitoring activities to ensure that theyre being accomplished as planned and correcting any significant deviations,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,134,Copyright 2011 Pearson Educati
4、on, 2011 Prentice Hall, Inc. All rights reserved.,135,What is the Control Process?,Control ProcessA three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or to address inadequate standards,Copyright 201
5、1 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,136,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,137,How Do Managers Measure?,To determine actual performance, a manager must first get information about it. Thus, the first step in control is measu
6、ringFour common sources of information frequently used to measure actual performance arepersonal observationstatistical reportsoral reportswritten reports,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,138,What is Managing By Walking Around?,Management By Walking Aro
7、und (MBWA)When a manager is out in the work area interacting with employees,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,139,How Do Managers Compare Performance to Planned Goals?,Range of VariationThe acceptable parameters of variance between actual performance and
8、 a standardDeviations outside this range need attention,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,1310,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,1311,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights rese
9、rved.,1312,What Management Action Can Be Taken?,Immediate Corrective Action Corrective action that addresses problems at once to get performance back on trackBasic Corrective Action Corrective action that looks at how and why performance deviated before correcting the source of deviation,Copyright 2
10、011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,1313,When Does Control Take Place?,Feedforward ControlControl that takes place before a work activity is doneConcurrent Control Control that takes place while a work activity is in progress,Copyright 2011 Pearson Education, 2011 Pr
11、entice Hall, Inc. All rights reserved.,1314,Feedback Control,Feedback Control Control that takes place after a work activity is done,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,1315,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,13
12、16,How Do Managers Keep Track of Finances?,In order to meet profitability goals, managers need financial controlsTraditional financial measures managers might use include ratio analysis budget analysis,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,1317,Financial Rat
13、ios by Type,Liquidity ratios measure an organizations ability to meet its current debt obligationsLeverage ratios examine the organizations use of debt to finance its assets and whether its able to meet the interest payments on the debt,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All
14、rights reserved.,1318,Financial Ratios (contd),Activity ratios assess how efficiently a company is using its assets. Profitability ratios measure how efficiently and effectively the company is using its assets to generate profit,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights r
15、eserved.,1319,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,1320,A Special Case of Control:Sarbanes-Oxley Act,A law establishing procedures for public companies to report their financial status.The CEO and CFO must personally certify the organizations financial repo
16、rts.The organization must have in place procedures and guidelines for audit committees.CEOs and CFOs must pay back bonuses and stock options if corporate profits are restated.Personal loans or lines of credit for executives are now prohibited., 2011 Prentice Hall, Inc. All rights reserved.,1321,A Sp
17、ecial Case of Control:Sarbanes-Oxley Act (contd),Penalties for Noncompliance:Falsely stating corporate financials, can result in the executive being fined up to $1 million and imprisoned for up to 10 years.If the executives action is determined to be willful, both the fine and the jail time can be d
18、oubled.Reporting of Corporate MisdeedsEstablish an environment free from reprisalsProtection for employees who come forward (whistle-blowing) and report wrongdoing by executives., 2011 Prentice Hall, Inc. All rights reserved.,1322,How is an Organizations Information Controlled?,Managers deal with in
19、formation controls in two ways: as a tool to help them control other organizational activities as an organizational area they need to controlManagement Information System (MIS)A system used to provide management with needed information on a regular basis,Copyright 2011 Pearson Education, 2011 Prenti
20、ce Hall, Inc. All rights reserved.,1323,What is The Balanced Scorecard?,Balanced ScorecardA performance measurement tool that looks at more than just the financial perspective,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,1324,Controls And Cultural Differences,Metho
21、ds of controlling employee behavior and operations can be quite different in different countries.Distance creates a tendency for formalized controls in the form of extensive, formal reports.In less technologically advanced countries, direct supervision and highly centralized decision making are the
22、basic means of control.Local laws constraint the corrective actions that managers can take foreign countries., 2011 Prentice Hall, Inc. All rights reserved.,1325,What are Contemporary Control Issues?,Copyright 2011 Pearson Education,The right to personal privacy in the workplace versus:Employers mon
23、itoring of employee activities in the workplace Employers need to protect intellectual propertyRemember: The computer on your desk belongs to the company., 2011 Prentice Hall, Inc. All rights reserved.,1326,Contemporary Issues (contd),Employee TheftAny unauthorized taking of company property by empl
24、oyees for their personal use,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,1327,Contemporary Issues (contd),Workplace ViolenceAccording to the U.S. National Institute of Occupational Safety and Health, 2 million American workers per year are victims of some type of workplace violence,Copyright 2011 Pearson Education, 2011 Prentice Hall, Inc. All rights reserved.,1328,Copyright 2011 Pearson Education,
