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1 Het vier-instrumentenmodel van managementcontrol.

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Presentatie over: "1 Het vier-instrumentenmodel van managementcontrol."— Transcript van de presentatie:

1 1 Het vier-instrumentenmodel van managementcontrol

2 2 Procesbeheersingsprocedure (1)

3 3 Procesbeheersingsprocedure (2)

4 4 Principes en uitgangspunten van de managementstructuur MBO/E −overleg manager - medewerkers  overeenkomst over plan en doel −vastleggen bevoegdheden en verantwoordelijkheden voor beide −zelfstandige uitvoering medewerkers −bijsturing primair door medewerkers op basis van verkregen informatie (“detailinformatie”) −periodiek, gecomprimeerde, informatie aan manager m.b.t. voortgang −zeer gecomprimeerde informatie aan het strategisch management −inschakeling manager door medewerkers in uitzonderingsgevallen −evaluatie aan het einde van de periode en nieuw overleg over volgende periode

5 5 Organizational Control −The systematic process through which managers regulate organizational activities to make them consistent with expectations established in ●Plans ●Targets ●Standards of performance

6 6 Organizational Control To effectively control an organization, managers need to decide −What information is essential −How will they obtain that information −How they can and should respond to it

7 7 Feedback Control Model

8 8 Control Philosophies Hierarchical control influencing employee behavior and assess performance through rules policies hierarchy of authority reward systems other formal devices Decentralized control relies on organizational culture group norms focus on goals rather than rules and procedures

9 9 Hierarchical and Decentralized Methods of Control Hierarchical ControlDecentralized Control Basic AssumptionsPeople are incapable of self-discipline and cannot be trusted. They need to be monitored and controlled closely. People work best when they are fully committed to the organization ActionsUses detailed rules and procedures; formal control systems. Uses top-down authority, formal hierarchy, position power, quality control inspectors. Relies on task-related job descriptions. Emphasizes extrinsic rewards (pay, benefits, status). Features rigid organizational culture; distrust of cultural norms as means of control. Features limited use of rules; relies on values, group and self- control, selection, and socialization. Relies on flexible authority, flat structure, expert power; everyone monitors quality. Relies on result-based job descriptions; emphasizes goals to be achieved. Emphasizes extrinsic and intrinsic rewards (meaningful work, opportunities for growth). Features adaptive culture; culture recognized as means for uniting individuals, team, and organizational goals for overall control. ConsequencesEmployees follow instructions and do just what they are told. Employees feel a sense of indifference toward work. Employees absenteeism and turnover is high. Employees take initiative and seek responsibility. Employees are actively engaged and committed to their work. Employee turnover is low

10 10 Total Quality Management TQM Based on decentralized control philosophy −Organizationwide commitment to infusing quality into every activity through continuous improvement  Quality circles  Benchmarking  Six Sigma  Reduced cycle time  Continuous improvement

11 11 The Balanced Scorecard

12 12 MBO/E structuren −contractmanagement − zelfbeheer − accountmanagement − projectmanagement − etc. −managers hebben moeite met, zijn angstig voor “sturen op afstand”en de daaraan verbonden afhankelijkheid van informatie −problemen om management control te realiseren −manager zoekt zekerheden, vaste managementstructuren, MBO/E-achtige managementstructuren bieden oplossingen −leidinggeven wordt moeilijk gevonden 2000

13 doorlopend verdere ontwikkeling van MBO/E -achtige managementstructuren mits goed ingericht en uitgevoerd en voorzien van open informatiekanalen binnen gestructureerde administratieve procedures (bis) kan een redelijke zekerheid van acceptabele management control worden verkregen. een goede uitvoering is afhankelijk van wederzijdse loyaliteit en onderling vertrouwen van medewerkers en manager in het verband van gemaakte afspraken.

14 14 en verder...


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