1. Ur us flexible enough to allow managers to respond as necessary to unexpected events

2. It provides accurate information about organizational performance

3. Gives managers information in a timely manner

1. Feedforward Control: control that allows managers to anticipate problems before they arise

2. Concurrent Control: control that gives managers to manage problems as they occur

3. Feedback Control: control that gives managers information about reactions and take corrective action if need

1. Establish the standards of performance, goals, or targets against which performance is to be evaluated

2. Measure actual performance

3. Compare actual performace against chosen standards of performance

4. Evaluate the result and initiate corrective action of the standard is not being achieved 

1. Financial Measures

2. Organizational goals

3. Operating budgets

1. Direct Supervison

2. Management by Objectives

3. Bureaucratic Control 

1. Secific goals and objectives are established at each level of the organization.

2. Managers and thier subordinates together determine the subordinates' goals.

3. Managers and their subordinates periodically review the subordinates' progress toward meeting those goals.

The movement of an organization away from its present state and toward some preferred future state to increase it efficiency and effectiveness 

To get an organzation to change, managers must find a way to increase the forces for change, reduce resistance to change, or do both simultaneously

Evolutionary Change: Change that is gradual, incremental, and narrowly focused

Revolutionary Change: Change that is rapis, dramatic, and broadly focused 

1. Assess the need for change

2. Decide on the change to make

3. Implement the change

4. Evaluate the change

1. Direction of a person's behavior in an organization

2. A person's level of effort

3. A person's level of persistence 

Intrinsic: Behaviors that is performed for its own sake

Extrinsic: Behavior that is performed to acquire material or social rewards or to avoid punishment 

Prosocial: Behavior that is performed to benefit or help others

Which type of motivatuib do managers have the most control over?

Extrinsically Motivated Behaviors

What are different inputs that organizational members can contribute to help the organization achieve its goals?

What are some of the different outcomes that organizational members may recieve as a consequence of their membership and performance in the organization?

What is the Expectancy Theory Model?

Expectancy: A person's perception about the extent to which his or her effort will result in a certain level of performance

Instrumetality: A person's perception about the extent to which performance at a certain level will result in the attainment of outcomes

Valence: How desirable each of the outcomes available from a job or organization is to a person. 

A theory of motivation that focuses on people's perceptions od the fairness of their work outcomes relative to their woek inputs

1.Physiological 

2. Safety

3. Belongingness

4. Esteem

5. Self-actualization

A theory that states there are 3 levels of needs: 

(lowest to highest)

1. Existence

2. Relatedness

3. Growth Needs

What is Herzberg's Motivator-Hygiene Theory?

Pros:

1. Motivates employees to perform at higher levels so that the price of stock increases

Cons:

1. Could motivate employees to leave larger companies for small start-ups.

1. Piece-rate: The number of units each employee produces

2. Commission Pay: Base pay on percentage of sales

3. Scanlon Pay: Costs that are cut are redistributed to the employees

4. Profit Sharing: Employees recieve a share of an organizations profits

1. Legitimate: has power due to the virtue of her position in an organization's hierarchy 

2. Reward: to give or withhold tangible or intangible rewards

3. Coercive: being able to punich others

4. Expert: based on special knowledge, skills, and expertise

5. Referent: come from the repect, admiration, and loyalty of co-workers and subordinates

1.Intelligence

2. Knowledge and Expertise

3. Dominance

4. Self-Confidence

5. High Energy

6. Tolerance for Stress

7. Integrity and Honesty

8. Maturity 

Consideration is behavior indicating that a manager trusts, respects, and cares about subordinates.

Initiating structure is behavior that managers engage in to ensure that woek gets done, subordinates perform their jobs acceotably, and the organization is efficient and effective