ch10: managing: a competency based approach, hellriegel & jackson

Chapter 10: Achieving OrganizationalControl

Don Hellriegel

Susan E. Jackson

John W. Slocum, Jr.

MANAGING: A COMPETENCY BASED APPROACH

11th Edition

Prepared by

Argie ButlerTexas A&M University

Chapter 10: PowerPoint 10.1

Learning Goals

1. Explain the foundations of control

2. Identify the six phases of the corrective control model

3. Describe the primary methods of organizational control

4. Explain key corporate governance issues and control mechanisms


Processes for ensuring that behaviors and decisions conform to an organization’s standards and legal requirements, including its rules, policies, procedures, and goals

How controls and planning support each other

Controls help ensure that decisions, actions, and results are consistent with plans

Controls help maintain or redirect actual behaviors and results toward those desired in plans

Controls help provide essential information needed to plan

Plans indicate the purposes to be served by controls

Controls help ensure that decisions, actions, and results are consistent with plans

Controls help maintain or redirect actual behaviors and results toward those desired in plans

Controls help provide essential information needed to plan

Plans indicate the purposes to be served by controls


Mechanisms intended to reduce the likelihood of an unwanted event and thereby minimize the need for corrective action

A few forms:

1. Rules and regulations

2. Standards

3. Recruitment and selection procedures

4. Training and development programs

1. Rules and regulations

2. Standards

3. Recruitment and selection procedures

4. Training and development programs


Corrective Controls

Corrective Controls

Mechanisms intended to reduce or eliminate unwanted behaviors or results and thereby return the situation to conformity with the organization’s regulations and standards

A few forms:

1. Direct supervision and feedback

2. Disciplinary action

3. Procedures for reporting misconduct

4. Monthly or even daily financial reports

1. Direct supervision and feedback

2. Disciplinary action

3. Procedures for reporting misconduct

4. Monthly or even daily financial reports

Chapter 10: PowerPoint 10.5 (Adapted from Table 10.1)

Source of Control Preventive Corrective

Stakeholders Maintaining quotas for hiring personnel in protected class

Changing recruitment policies to attract qualified personnel

Organization Using budgets to guide expenditures

Disciplining an employee for violating a “No Smoking” safety regulation in a hazardous area

(continued)


Source of Control Preventive Corrective

Group Advising a new employee about the group’s norm in relation to expected level of output

Harassing and socially isolating a worker who doesn’t conform to group norms

Individual Deciding to skip lunch in order to complete a project on time

Revising a report you have written because you are dissatisfied with it

Chapter 10: PowerPoint 10.7 (Adapted from Figure 10.1)

Objective controls

Acceptable controls

Complete controls

Timely controls

To AchieveStrategic

Goals


How Much Organizational Control?How Much Organizational Control?

Core questions

1. For what desired behaviors and results should organizational controls be developed?

2. What are the costs and benefits of the organizational controls required to achieve the desired behaviors and results?

3. What are the costs and benefits of utilizing alternative controls; such as self-managed teams, informal peer control, or individual self-control?


Internal ControlInternal Control

A process—effected by an organization’s board of directors, management, and other personnel—designed to provide reasonable assurance regarding the achievement of goals in the various categories

A process—effected by an organization’s board of directors, management, and other personnel—designed to provide reasonable assurance regarding the achievement of goals in the various categories

Major categories of internal control Major categories of internal control

1. Effectiveness and efficiency of operations

2. Reliability of financial reporting

3. Compliance with applicable laws and regulations

1. Effectiveness and efficiency of operations

2. Reliability of financial reporting

3. Compliance with applicable laws and regulations

Chapter 10: PowerPoint 10.10 (Figure 10.2)

Control Environment

Risk Assessment

Control ActivitiesInformation and Communication

MonitoringInternalControl


Snapshot

Larry Rittenberg, Chairman, COSO—Committee of Sponsoring Organizations of the Treadway Commission

“Fundamentally, control existsonly to mitigate risk. So every internal

control framework has to start with a systematic approach to identifying risk…Look at some of the

major recent corporate failures. Where did the problems fundamentally arise? They occurred

primarily because of breakdowns in thecontrol environment.”


Limitations of internal controlLimitations of internal control

Cannot change a bad manager into a good one Cannot change a bad manager into a good one

External influences may be beyond management’s control

External influences may be beyond management’s control

Judgments may be faulty Judgments may be faulty

May be circumvented by collusion of two or more employees

May be circumvented by collusion of two or more employees

Management can override the control system Management can override the control system


1. Define theSystem

1. Define theSystem

6. Diagnoseand Correct

Problems

6. Diagnoseand Correct

Problems

5. MakeComparisons

5. MakeComparisons

4. CollectInformation

4. CollectInformation

If okaycontinue

If okaycontinue

If deviationsIf deviations

2. Identify KeyCharacteristics

2. Identify KeyCharacteristics

3. SetStandards

3. SetStandards


Snapshot

Robert J. Herbold, Former Chief Operating Officer of Microsoft, and author of The Fiefdom Syndrome

“Many large companies suffer the ravages of fiefdoms, turf wars and bureaucracy. It’s a problem that begins when individuals, groups, or divisions try to protect their turfs, reshaping their environments to gain as much control as possible…Ultimately, fiefdoms lose their ability to act consistently on behalf of the greater good of the company.”


Use of detailed rules andprocedures wheneverpossible

Top-down authority, withemphasis on positionalpower

Activity-based jobdescriptions that prescribeday-to-day behaviors

Use of detailed rules andprocedures wheneverpossible

Top-down authority, withemphasis on positionalpower

Activity-based jobdescriptions that prescribeday-to-day behaviors

Use of detailed rules andprocedures only whennecessary

Flexible authority, withemphasis on expert powerand networks of influence

Results-based jobdescriptions that emphasizegoals to be achieved

Use of detailed rules andprocedures only whennecessary

Flexible authority, withemphasis on expert powerand networks of influence

Results-based jobdescriptions that emphasizegoals to be achieved

Mechanistic Control Methods Organic Control Methods

(continued)


Emphasis on extrinsicrewards (wages, pensions,status symbols)

Distrust of teams, based onan assumption that teamgoals conflict withorganizational goals

Emphasis on extrinsicrewards (wages, pensions,status symbols)

Distrust of teams, based onan assumption that teamgoals conflict withorganizational goals

Emphasis on both extrinsicand intrinsic rewards(meaningful work)

Use of team, based on anassumption that team goalsand norms assist inachieving organizationalgoals

Emphasis on both extrinsicand intrinsic rewards(meaningful work)

Use of team, based on anassumption that team goalsand norms assist inachieving organizationalgoals

Mechanistic Control Methods Organic Control Methods


The collection and evaluation of data related to sales, prices, costs, and profits for guiding decisions and evaluating results

The collection and evaluation of data related to sales, prices, costs, and profits for guiding decisions and evaluating results

Market controls require: Market controls require:

1. The costs of the resources used in producing outputs to be measured monetarily

2. The value of the goods and services produced to be defined clearly and priced monetarily

3. The prices of the goods and services produced to be set competitively

1. The costs of the resources used in producing outputs to be measured monetarily

2. The value of the goods and services produced to be defined clearly and priced monetarily

3. The prices of the goods and services produced to be set competitively


Mechanisms for preventing or correcting the misuse and misallocation of resources, especially monetary resources

Mechanisms for preventing or correcting the misuse and misallocation of resources, especially monetary resources

Comparative financial control: evaluation of a firm’s financial condition for two or more time periods

Comparative financial control: evaluation of a firm’s financial condition for two or more time periods

Ratio analysis: selecting two significant figures (or a combination of a number of figures), expressing their relationship as a fraction or percent, and comparingthe value for two or more periods of time

Ratio analysis: selecting two significant figures (or a combination of a number of figures), expressing their relationship as a fraction or percent, and comparingthe value for two or more periods of time

Example: return on investment (ROI) ratio is net profit before tax divided by net worth and is a measure of the efficiency of total assets in generating net profits

Example: return on investment (ROI) ratio is net profit before tax divided by net worth and is a measure of the efficiency of total assets in generating net profits


Budgetary control: the process of monitoring,comparing, and evaluating actual expenditurelevels in various categories in relation to budgetedamounts, and making changes as needed during the budget time period

Purposes of budgeting

1. Help in planning work effectively

2. Assist in allocating resources

3. Aid in controlling and monitoring resource utilization during the budget period

1. Help in planning work effectively

2. Assist in allocating resources

3. Aid in controlling and monitoring resource utilization during the budget period


Common Types of Budgets in a Business

Sales budget Capital budget

Materials budget Research anddevelopment budget

Labor budget Cash budget


Automation: the use of self-regulating devices and processes that operate independently of people

Machine control: utilizes self-regulating instruments or devices to prevent and correct deviations from preset standards

In continuous process or robotic operations, machines control other machines


The pattern of relations and controls between the stockholders, the board of directors, and the top management of a company

Expectations: set by the organization through policies, procedures, practices and guidelines

Communication: makes sure that expectations are understood throughout the organization, and that there is proper training

Accountability: holds people accountable for meeting the expectations that have been set


Board ofdirectors

Corporate Governance: A Sample ofKey Terms and Elements

Bylaws

Annual meeting

Annualreport and

Annualmeeting

Proxystatement


Laws and regulatory agencies

Possibility of being acquired

Proxy statements: voting by

shareholders

Lawsuits by stakeholders


Eleven major sections dealing with such issues as:

1. Auditor independence

2. Corporate responsibility

3. Enhanced financial disclosures

4. Conflicts of interest

5. Corporate accountability


Certification: requires CEOs and CEOs of publicly traded companies to personally “testify”/sign that valid financial accounting processes have been established and used

Auditability: requires companies to develop and publish internal processes so that outsiders can confirm the existence of appropriate controls

Disclosure: companies must report financial results and material changes in corporate financial condition or operations “on a rapid and current basis”

Criminal accountability

Whistle-blower protection


Independent Boards of directors

Compensation contracts that attempt to align the interests of top executives with those of stockholders

Corporate bylaws that set ground rules for the responsibilities of top executives and board members

Evaluation of CEO by the Board

Strategic allocation of corporate resources by Board

Exercise of fiduciary responsibility and control by the Board

ch10: managing: a competency based approach, hellriegel & jackson

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