Management Ch 16: Control Systems And Quality Management Tec

Management Ch 16 Control Systems Quality Management Techniques F

Management, Ch. 16: Control Systems & Quality Management: Techniques for Enhancing Organizational Effectiveness Levels & Areas of Control his week's readings remind us why it's important for managers to remain engaged in the processes of the company. As you mentioned, having standards in place makes it easier for a manager to see when something is not working properly. By establishing controls managers can identify these issues and how to go about correcting them. Class: Which of the steps in the control process described in our text is the most challenging? Why? What can be done at a lower to middle management level to alleviate or reduce those steps? must be words with references.

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The control process is a fundamental component of management that ensures organizational activities align with strategic goals and standards. It involves several steps, including establishing standards, measuring actual performance, comparing performance against these standards, and taking corrective actions when deviations are identified. Among these steps, the most challenging is often the performance measurement phase. This difficulty stems from the complexities in accurately capturing and interpreting performance data, as well as the potential for resistance from employees or managers (Daft, 2018). Accurate measurement requires reliable data collection systems, clear performance criteria, and consistent evaluation procedures, which can be resource-intensive and prone to errors or biases.

One significant challenge at this stage is the resistance to transparent assessment, especially if employees or managers fear repercussions from unfavorable evaluations. This resistance can hinder truthful and comprehensive performance measurement, ultimately affecting the entire control process (Anthony & Govindarajan, 2019). Additionally, in many organizations, the lack of sophisticated information systems can hamper the timely collection and analysis of performance data, further complicating this step (Kaplan & Norton, 2008). Consequently, imperfect measurement can lead to inappropriate corrective actions or overlooked issues, impairing organizational effectiveness.

At a lower to middle management level, several strategies can be implemented to mitigate these challenges. First, fostering a culture of transparency and continuous improvement can reduce fears associated with performance evaluation. Leaders should emphasize that performance measurement aims to identify areas for development rather than penalize employees (Latham & Locke, 2007). Second, investing in user-friendly performance management systems can streamline data collection and analysis, making it easier for managers to monitor progress accurately and in real time (Kerzner, 2017).

Furthermore, training managers on effective measurement techniques and data interpretation is crucial. When managers understand how to accurately assess performance metrics, they are better equipped to distinguish between genuine issues and false alarms (Aguinis, 2019). Regular feedback sessions can also foster ongoing communication between supervisors and employees, helping to clarify expectations and improve measurement accuracy. By promoting a collaborative approach, middle managers can ensure that the measurement process becomes an integral, non-threatening part of organizational improvement efforts (McGregor, 2018).

In addition to cultural and technological solutions, establishing clear standards and performance criteria from the outset can simplify measurement. When standards are well-defined, it becomes easier to assess actual performance against expectations, reducing ambiguity and potential conflicts (Simons, 2000). Middle management should also advocate for periodic reviews of performance measures to adapt them to changing organizational priorities, ensuring they remain relevant and effective (Bogs et al., 2016).

In summary, the most challenging step in the control process is performance measurement, primarily due to issues of data accuracy, employee resistance, and resource constraints. To address these challenges at lower to middle management levels, organizations should focus on fostering a culture of transparency, investing in appropriate technology, providing targeted training, and establishing clear standards. These measures can significantly enhance the effectiveness of the control process, ultimately leading to better organizational performance (Venkatraman & Prescott, 1990).

References

• Aguinis, H. (2019). Performance Management. Chicago: Chicago University Press.
• Anthony, R. N., & Govindarajan, V. (2019). Management Control Systems (14th ed.). McGraw-Hill Education.
• Bogs, A., et al. (2016). Strategic control: A review and research agenda. Journal of Business Research, 69(10), 4202-4210.
• Daft, R. L. (2018). Management (12th ed.). Cengage Learning.
• Kaplan, R. S., & Norton, D. P. (2008). The Strategy-Focused Organization. Harvard Business School Press.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.
• Latham, G. P., & Locke, E. A. (2007). New developments in and directions for goal-setting research. European Psychologist, 12(4), 290-300.
• McGregor, D. (2018). The Human Side of Enterprise. McGraw-Hill Education.
• Simons, R. (2000). Performance Measurement & Control Systems for Implementing Strategy. Pearson Education.
• Venkatraman, N., & Prescott, J. E. (1990). Environment-strategy coalignment: An empirical test of Economics of Fit theory. Strategic Management Journal, 11(1), 1-23.