Class 6/7

tight action controls are more beneficial in settings where… (2 things)

similar behaviours are required by employees, safety would be compromised if they weren’t in place

tight action controls may be less beneficial in settings where… (2 things)

creativity or innovation is needed, smaller companies where direct supervision can be a substitute

what four elements are results controls characterized by

objectives, measures, targets, rewards

what are the 4 forms of action controls

behavioural constraints, preaction reviews, action accountability, redundancy

what are the 3 purposes to personnel controls

help employees understand what the firm wants, ensure employees have the capabilities to do the job, increase the likelihood employees will self monitor

what is the definition of culture

shared beliefs, norms, values, attitudes, and ways of behaving

why are tight controls good

provide a high degree of certainty that people will act as the organization wishes

what are 3 tightness factors of action controls

behavioural constraints, preaction reviews, action accountability

what 3 things do the amount of tightness generated by action accountability depend on

definition of desirable actions, effectiveness of action tracking, reinforcement provided

what are 4 tightness factors of results controls

congruency with objectives, adequacy of performance measures, specificity and degree of difficulty in attainability, suitability of incentives

what are 4 tightness factors of personnel controls

congruency of selection criteria with objectives, effectiveness of selection and placement controls, completeness and effectiveness of training programs, employee commitment to training

what are 3 tightness factors of cultural controls

employee understanding of the culture, employees willingness to internalize the culture, effectiveness of other controls used to reinforce culture

what is one reason why cultural controls are better in small companies

mutual monitoring