1 Het vier-instrumentenmodel van managementcontrol
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2 Procesbeheersingsprocedure (1)
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3 Procesbeheersingsprocedure (2)
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4 Principes en uitgangspunten van de managementstructuur MBO/E
overleg manager - medewerkers overeenkomst over plan en doel
vastleggen bevoegdheden en verantwoordelijkheden voor beide
zelfstandige uitvoering medewerkers bijsturing primair door
medewerkers op basis van verkregen informatie (detailinformatie)
periodiek, gecomprimeerde, informatie aan manager m.b.t. voortgang
zeer gecomprimeerde informatie aan het strategisch management
inschakeling manager door medewerkers in uitzonderingsgevallen
evaluatie aan het einde van de periode en nieuw overleg over
volgende periode
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5 Organizational Control The systematic process through which
managers regulate organizational activities to make them consistent
with expectations established in Plans Targets Standards of
performance
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6 Organizational Control To effectively control an
organization, managers need to decide What information is essential
How will they obtain that information How they can and should
respond to it
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7 Feedback Control Model
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8 Control Philosophies Hierarchical control influencing
employee behavior and assess performance through rules policies
hierarchy of authority reward systems other formal devices
Decentralized control relies on organizational culture group norms
focus on goals rather than rules and procedures
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9 Hierarchical and Decentralized Methods of Control
Hierarchical ControlDecentralized Control Basic AssumptionsPeople
are incapable of self-discipline and cannot be trusted. They need
to be monitored and controlled closely. People work best when they
are fully committed to the organization ActionsUses detailed rules
and procedures; formal control systems. Uses top-down authority,
formal hierarchy, position power, quality control inspectors.
Relies on task-related job descriptions. Emphasizes extrinsic
rewards (pay, benefits, status). Features rigid organizational
culture; distrust of cultural norms as means of control. Features
limited use of rules; relies on values, group and self- control,
selection, and socialization. Relies on flexible authority, flat
structure, expert power; everyone monitors quality. Relies on
result-based job descriptions; emphasizes goals to be achieved.
Emphasizes extrinsic and intrinsic rewards (meaningful work,
opportunities for growth). Features adaptive culture; culture
recognized as means for uniting individuals, team, and
organizational goals for overall control. ConsequencesEmployees
follow instructions and do just what they are told. Employees feel
a sense of indifference toward work. Employees absenteeism and
turnover is high. Employees take initiative and seek
responsibility. Employees are actively engaged and committed to
their work. Employee turnover is low
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10 Total Quality Management TQM Based on decentralized control
philosophy Organizationwide commitment to infusing quality into
every activity through continuous improvement Quality circles
Benchmarking Six Sigma Reduced cycle time Continuous
improvement
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11 The Balanced Scorecard
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12 MBO/E structuren contractmanagement zelfbeheer
accountmanagement projectmanagement etc. managers hebben moeite
met, zijn angstig voor sturen op afstanden de daaraan verbonden
afhankelijkheid van informatie problemen om management control te
realiseren manager zoekt zekerheden, vaste managementstructuren,
MBO/E-achtige managementstructuren bieden oplossingen leidinggeven
wordt moeilijk gevonden 2000
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13 2000 doorlopend verdere ontwikkeling van MBO/E -achtige
managementstructuren mits goed ingericht en uitgevoerd en voorzien
van open informatiekanalen binnen gestructureerde administratieve
procedures (bis) kan een redelijke zekerheid van acceptabele
management control worden verkregen. een goede uitvoering is
afhankelijk van wederzijdse loyaliteit en onderling vertrouwen van
medewerkers en manager in het verband van gemaakte afspraken.