Management and Organizational Studies 4471A/B Chapter Notes - Chapter 4,5: Gamesmanship, Extortion, Geert Hofstede

• School: Western University
• Department: Management and Organizational Studies
• Course: Management and Organizational Studies 4471A/B
• Professor: Christina Maco

Document Summary

If the measurements fail in any of these areas, the control system cannot be characterized as tight because behavioral problems are likely. Tight action controls action-control systems should be considered tight only if it is highly likely that employees will e(cid:374)gage i(cid:374) all a(cid:272)tio(cid:374)s (cid:272)riti(cid:272)al to operatio(cid:374)"s su(cid:272)(cid:272)ess a(cid:374)d (cid:449)ill (cid:374)ot e(cid:374)gage i(cid:374) har(cid:373)ful a(cid:272)tio(cid:374)s. Many busy top managers and even capital committees do not take the time to examine carefully all expenditure proposals, particularly smaller ones. In some situations, mcss dominated by personnel/cultural controls also can be considered tight. Some organizations use multiple forms of personnel/cultural controls that, in combination, produce tight control. In many instances, indeed, the degree of control provided by personnel/cultural controls alone is less than tight. Behavioural displacement common mcs-related side effect that can cause indirect costs: occurs when the mcs produces, and actually encourages, behaviors that are not (cid:272)o(cid:374)siste(cid:374)t (cid:449)ith the orga(cid:374)izatio(cid:374)"s o(cid:271)je(cid:272)ti(cid:448)es.