Chapter 13 Control Processes and Systems

Controlling

process of

measuring performance and

taking action to ensure desired

results.

after-action review

identifies

lessons learned through

a completed project, task

force assignment, or special

operation.

Feedforward control

ensures

that directions and resources

are right before the work

begins.

Concurrent control

focuses on

what happens during the work

process.

Feedback control

takes place

after an action is completed.

Internal control

occurs through

self-discipline in fulfilling many

responsibilities.

Bureaucratic control

influences behaviour through authority, policies, procedures, job

descriptions, budgets, and day-to-day supervision.

Clan control

influences behaviour through norms and expectations set by the organizational

culture.

Market control

essentially the

influence of market competition

on the behaviour of organizations and their members.

output standard

measures

performance results in terms of

quantity, quality, cost, or time.

input standard

measures

work efforts that go into a

performance task.

Management by exception

focuses attention on substantial

differences between actual and

desired performance.

Discipline

act of influencing behaviour through

reprimand.

Progressive discipline

ties

reprimands to the severity and

frequency of misbehaviour.

Projects

one-time activities

with many component tasks that

must be completed in proper

order, and according to budget.

Project management

makes

sure that activities required to

complete a project are planned

well and accomplished on time.

balanced scorecard

tallies

organizational performance in

the financial, customer service,

internal process, innovation

and learning, and sustainability

areas.