Management and Organizational Studies 4471A/B Chapter 3: Chapter 3 - Action, Personnel, and Cultural Controls

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

Document Summary

Chapter 3 action, personnel, and cultural controls. Pre-action reviews: reviewers can approve or disapprove the proposed actions, request modifications, or ask for a more carefully considered plan before granting final approval. The individuals must understand what is required and be con dent that their actions will be noticed and rewarded or punished: actions can also be tracked through supervision and monitoring, typically implemented with negative reinforcements i. e. punishments. Redundancy: redundancy involves assigning more employees to a task than is strictly necessary, or at least having backup employees available. In addition, assigning more than one employee to the same task usually results in conflict, frustration, and/or boredom. Action controls are effective only when both of the following conditions exist, at least to some extent: organizations can determine what actions are (un)desirable; and, organizations are able to ensure that the (un)desirable actions (do not) occur.