The Organizational Control Process The control process, whether at the input, co
ID: 398030 • Letter: T
Question
The Organizational Control Process
The control process, whether at the input, conversion, or output stage, can be broken down into four steps: (1) establishing standards of performance, and then (2) measuring, (3) comparing, and (4) evaluating actual performance against standards. Control systems are intended to help managers achieve the four basic building blocks of competitive advantage: efficiency, quality, responsiveness to customers, and innovation.
In this exercise you will identify the four steps in the control process and demonstrate your ability to recognize them in practice.
Roll over each name to read a description. Determine which stage in the control process the manager is involved in and drag it to the appropriate step in the process.
Establish
Measure
Compare
Evaluate
Reset
----------------------------
Dinika
Kang-Lin
Cynthia
Benson
Kimberly
Rose
Kenny
Caitlin
************************************************************************************************************
Manager's Hot Seat: Change: More Pain than Gain
A national media communications company acquires a regional communications company. As a result of the merger the regional marketing department is re-organized, combining the staff of the two organizations. Our Manager is overseeing the restructuring process and is having a lot of difficulty with people shifting roles, sharing assignments and adapting to new hierarchies.
The manager meets with two department members who are very displeased with the new changes. The employees eventually ask the manager to leave the company and head a start-up – funding is already in place.
The manager should have done a better job in balancing the need to improve operations with the need to
be stagnant.
be profitable.
gather information.
respond to new events.
be effective.
***********************************************************************************************************************************
Manager's Hot Seat: Change: More Pain than Gain
A national media communications company acquires a regional communications company. As a result of the merger the regional marketing department is re-organized, combining the staff of the two organizations. Our Manager is overseeing the restructuring process and is having a lot of difficulty with people shifting roles, sharing assignments and adapting to new hierarchies.
The manager meets with two department members who are very displeased with the new changes. The employees eventually ask the manager to leave the company and head a start-up – funding is already in place.
If the manager in the video has identified the resistance of employees as an obstacle for this organizational merger, he could have taken actions to decrease the negative effects of it. In other words, the manager could have done a more effective job on which of the following steps in the change process?
Assessing the need for change
Identifying the source of the problem
Deciding on the change to make
Implementing the change
Evaluating the change
********************************************************************************************************
Manager's Hot Seat: Change: More Pain than Gain
A national media communications company acquires a regional communications company. As a result of the merger the regional marketing department is re-organized, combining the staff of the two organizations. Our Manager is overseeing the restructuring process and is having a lot of difficulty with people shifting roles, sharing assignments and adapting to new hierarchies.
The manager meets with two department members who are very displeased with the new changes. The employees eventually ask the manager to leave the company and head a start-up – funding is already in place.
The employees in the video complain about their new roles and duties in the new organization, which indicates that they did not participate in many of the decision making processes before the merger occurred, and the top managers made most of the decisions. This can be an example of
radical change.
top-down change.
bottom-up change.
stagnation change.
restructuring change
****************************************************************************************
PLEASE DO NOT ANSWER IF YOU ARE NOT 100% SURE. THANK YOU
Explanation / Answer
1 The manager should have done a better job in balancing the need to improve operations with the need to Ans respond to new events. As only after the new changes he was unable to handle the dynamic environment 2 If the manager in the video has identified the resistance of employees as an obstacle for this organizational merger, he could have taken actions to decrease the negative effects of it. In other words, the manager could have done a more effective job on which of the following steps in the change process? Ans Identifying the source of the problem As the problem was known as resistance, but the reason for this was to be identified and addresed for better and effective management 3 The employees in the video complain about their new roles and duties in the new organization, which indicates that they did not participate in many of the decision making processes before the merger occurred, and the top managers made most of the decisions. This can be an example of Ans Top down change As the decision was taken by top and was trickled to the bottom.
Related Questions
drjack9650@gmail.com
Navigate
Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.