第七章 控制基础.ppt

Case Both the viewing public and NASA officials were devastated by the tragic Columbia shuttle disaster in Feb 2003. Investigations of the tragedy suggest that organizational safety controls may not have been as thorough as they should have been. When problems were spotted, managers may have been too quick to dismiss them as non-life-threatening, and in this situation that choice may have led to disastrous consequences. Although most managers won’t face such tragic consequences if they ignore signs that something may be wrong, the situation does point out the importance of control 第一节 控制概念 Control 控制 Control ：是监督保证计划与实际作业动态相适应的过程 The process of monitoring activities to ensure that they are being accomplished as planned and of correcting any significant deviations 控制 计划与控制 Planning and controlling 计划是控制的根据 计划为控制提供衡量标准 控制是计划实现的手段 及时有效的控制牵引组织的实际绩效向计划的目标不断靠近。 计划与控制周而复始地默契的配合，能使组织不断的追求并能够实现更高的业绩 The old saying goes: “The best-laid plans often go awry” Control makes managers know whether their goals and plans were on target and what future actions to take Control is the final link in the management functions is the only way mangers know whether organizational goals are being met and , if not , the reasons why 控制系统Control Systems 正式的目标设定、监控、评估和反馈系统给管理者提供信息，评价战略和结构的运行是否有效果和效率。 良好的控制系统特征 准确性、适时性、 经济性、灵活性、 通俗性 控制的过程步骤Control Process Steps 建立标准Establish standards 确立绩效应达到的标准或目标 组织计划中的目标都是标准的依据 standards are the specific goals created during the planning process 标准要易于衡量 常见的标准： 任何组织中都可使用的标准 出勤率、费用支出标准 各组织中不同的标准 工厂--产量 政府--国民产值 商场--顾客流量，销售额 Measure actual performance 衡量实际绩效 绩效Performance ：行为的最终结果 The end result of an activity 组织绩效Organizational performance ：组织所有活动的最终结果 The accumulated end results of all the organization’s work processes and activities 管理者可以衡量生产率productivity，效率organizational effectiveness，行业中地位industry rankings等来衡量组织绩效 Compare actual performance against standards比较实际绩效 对实际绩效和选择的标准进行比较 管理者必须判断绩效是否发生偏离 注意差异的大小和方向 确定可接受的差异范围 Deter