MMM132 Lecture Notes - Lecture 10: Organizational Conflict, Management Information System, Conflict Management
Document Summary
Describe the three steps in the control process: Measure > control > act: measure actual performance, compare actual performance with the standard. Managerial correction actions: to address inadequate standards managers can choose among 3 possible courses of action: do nothing, correct actual performance, revise the standards. Discuss the types of controls organisations and managers use: When should managers control: before = feedforward control = anticipates problems, during = concurrent control = corrects problems as they happen, after = feedback control = corrects problems after they occur. A system used to provide management with needed information on a regular basis e. g. ams. Managers deal with information controls: as a tool to help them control other organisational activities, as an organisational area they need to control. The balanced scorecard approach is a way to evaluate organisational performance from more than just the financial perspective. Traditionally, a balanced scorecard looked at four areas that (cid:272)o(cid:374)tri(cid:271)ute to a (cid:272)o(cid:373)pa(cid:374)y"s perfor(cid:373)a(cid:374)(cid:272)e: financial, customer, people/innovation/growth assets.
