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1、第十八章1 Foundations of Control 控制的基础2 What Is Control and Why Is It Important? 什么是控 制？控制为何重要？ Define control定义控制 Contrast the three approaches to designing control systems比较控制系统的三种方 法 Discuss the reasons why control is important湃述控制为何重要 Explain the planning-controlling link解 释计划和控制间的联系The Control Proc
2、ess 控制过程 Describe the three steps in the control process描述控制过程的三个步骤 Explain why what is measured is more critical than how it s measured.解释为什么衡量 什么比如何衡量更重要 Explain the three courses of action managers can take in controlling. 解释控制过程中 管理者可以采用的三种行动方案3 Controlling Organizational Performance 监控组织 绩效 Def
3、ine organizational performance. 定义 组织绩效 Describe the most frequently used measures of organizational performance. 描述衡 量组织绩效常用的方法Toolsfor Organizational Performance 监控组织绩效的 工具 Contrast feed forward, concurrent, and feedback controls.比较前馈控制、同期控制和反馈 控制 Explain the types of financial and information con
4、trols managers can use解释管理 者可以使用的财务控制和信息控制类型 Describe how balanced scorecards and benchmarking are used in controlling. 描述如何在 控制中运用平衡计分卡和标杆比较4 Contemporary Issues in Control 当前控制的问题 Describe how managers may have to adjust controls for cross-cultural differences. 描述 管理者可能会如何针对文化差异调整控制 Discuss the ty
5、pes of workplace concerns managers face and how they can address those concerns详述管理者面临工作场所问题及他们如 何处理这些问题 Explain why control is important to customer interactions.解释为什么控制对客户交 互管理是重要的 Discuss what corporate governance is and how it s changing解释什么是公司治理以及它如何变化5 What Is Control?什么是控制? Controlling 控制 The
6、 process of monitoring activities toensure that they are being accomplished as planned and of correcting any significant deviations.控制是对工作情况的监督、对比并纠正的过程。 The Purpose of Control 控制的目的 To ensure that activities are completed in ways that lead to accomplishment of organizational goals.确保各项行动的完成方向朝 着达到组
7、织的目标6 Designing Control Systems 设计控制系统 Market Control 市场控制 Emphasizes the use of external market mechanisms to establish the standards used in the control system.种强调使用外在市场机制，以在系统中建立使用标准来达到控制的方法 External measures:pricecompetition and relative market share 外部 市场机制： 价格竞争和相对市场份额 Bureaucratic Control 官僚控
8、制 Emphasizes organizational authority and relies on rules, regulations, procedures, and policies强调组织的权威，依靠管理规章、制度、 过程及政策实现控制目的 Clan Control 小集团控制 Regulates behavior by shared values, norms, traditions, rituals, and beliefs of the firm s culture.员工的行为靠共同的价值观、规范、传 统、仪式、信念及其他组织文化方面的东西来调 节7 Exhibit 18-1
9、 Characteristics of Three Approaches to Control Systems 三种控制系统的特征Type ofControl 控制Characteristics 特征类型Market市场Usesexternalmarketmechanisms,suchaspricecompetition and relative market share, to establish standards used in system.Typicallyusedbyorganizations whose products or services are clearly speci
10、fied and distinct and that face considerable marketplace competition使用外在市 场机制，如价格竞争和相对市场份额, 在系统中建立使用标准。适用于产品 或服务非常明确或确定，及市场竞争 激烈的公司。Bureauc ratic官僚Emphasizesorganizationalauthority. Relies on administrative and hierarchical mechanisms, such as rules,regulations,procedures,policies, standardization o
11、f activities, well-defined job descriptions, and budgets to ensure that employeesexhibit appropriate behaviors and meet performance standards.强调组 织的权威。依靠管理及等级森严的制 度，如规章、制度、过程、政策、行 为规范、良好的工作描述和预算来保 证员工举止适当并且符合行为标准。8 Why Is Control Important?控制为何重要？ As the final link in management functions: 作为 管理职能环节
12、中最后一环： Planning 计划斗 Controls let managers know whether their goals and plans are on target and what future actions to take控制确保管 理者了解到是否正朝着目标和计划前进，及 未来该采取什么行动 Empowering employees 向员工授权斗 Control systems provide managers with information and feedback on employee performance控制系统可以提供信息并反馈 Protecting the
13、 workplace 保护工作场所斗 Controls enhance physical securityand help minimize workplace disruptions.控制加强人身安全和最大限度地维持组织运 作持续9 Exhibit 18-2 The Planning - Controlling Link 计划-控制链组织10 The Control Process 控制过程 The Process of Control 控制过程1. Measuring actual performance.衡量实际绩 效2. Comparing actual performance aga
14、inst a standard.将实际绩效与标准进行比较3. Taking action to correct deviations or inadequate standards.采取管理行动来纠正偏差或 不足11 Exhibit 18 - 3The Control Process 控制过程12 Measuring: How and What We Measure 衡量：如何 衡量与衡量什么 Sources of Information (How)信息来源(如何) Personal observation 个人观察 Statistical reports 统计报告 Oral reports
15、口 头汇报 Written reports 书面报告 Control Criteria (What)控制标准(什么) Employees 雇员 Satisfaction 满意度 Turnover 营业额 Absenteeism 出勤率 Budgets财政预算Costs 花费 Output 产出 Sales销售额13 Exhibit 18 - 4Common Sources of Information forMeasuring Performance 衡量工作绩效的信息一般来源优八【缺个人观察获得第一手资料信息没有过滤工作活动的范围集中受个人偏见影浪费时间贸然闯入的嫌统计报告易于直观化有效的显示数据间的关系提供的信息有忽略了主观方11头汇报获得信息的快捷方式 可以获得口头和非口头的反馈信息被过滤了信息不能存档书面报告全面正式易于存档和查找需要更多的冷14 Comparing 比较 Determining the degree of variation between actualperf
