Term
| 4 parts of a control system |
|
Definition
1. Detector
2. Assessor
3. Effector
4. Communications network |
|
|
Term
|
Definition
| measures what is actually happening in the process of being controlled |
|
|
Term
|
Definition
| determines the significance of what is actually happening by comparing it with some standard or expectation of what should happen. |
|
|
Term
|
Definition
| Alters behavior if the assessor initiates the need to do so |
|
|
Term
| 4. Communications network |
|
Definition
| transmit information between the detector and the assessor and between the assessor and effector |
|
|
Term
|
Definition
| operation whose exact nature cannot be observed. not predictable. |
|
|
Term
| Management contrast to simpler processes (5) |
|
Definition
1. standard is not preset
2. not automatic
3. requires coordination among individuals
4. connection from perceiving need to determining action required
5. self-controlled. personal judgment. |
|
|
Term
|
Definition
| Repetitious way of carrying out an activity. |
|
|
Term
| Boundaries of management control (3) |
|
Definition
1. Strategy formulation - long run. Planning process is more important- determining goals and strategies for attaining these goals.
3. management control. managers influence others.
4. task formulation - short run. control process is more important. |
|
|
Term
|
Definition
1. planning
2. coordinating
3. communicating
4. evaluating
5. deciding
6. influencing change |
|
|
Term
| Strategies are implemented through (4) |
|
Definition
1. MCS
2. Org. structure
3. HRM
4. culture |
|
|
Term
|
Definition
| product quality, market share, customer satisfaction, on-time delivery and worker morale. |
|
|
Term
|
Definition
1. goals - broad aims of org.
2. objectives - specific steps to accomplish goals |
|
|
Term
| 3 differences between strategy formulation and MCS |
|
Definition
1. strategy formulation is deciding on new strategies, MCS is implementing them.
2. Strategic analysis involves much judgment and use of estimates. M/C involves predictable steps and reliable estimates.
3. analysis of a proposed strategy involves few people, mcs involves many. |
|
|
Term
| If MCS emerges first, before strategy - predictable. |
|
Definition
|
|
Term
|
Definition
| process of ensuring that specified tasks are carried out effectively and efficiently |
|
|
Term
|
Definition
1. Task - scientific, MCS - involves human behavior.
2. T - manager subordinates to machine, MCS - manager to manager
3. T - focuses on specific, MCS - org. units.
4. T - specified tasks, no judgment needed. MCS - broadly defined using judgment. |
|
|
Term
|
Definition
1. Time - S-long, T-short, MCE-middle
2. Information and data - S-future, predicted data, T - current, accurate data.
3. Human interaction - T-none, S-high level involved, not low, MCS-people at all levels |
|
|
Term
|
Definition
| nonfinancial. calls mgmt's attemtion to developments that need change. strategic initiatives. |
|
|
Term
| Serious errors may be made when principles developed by mgmt scientists for task control are applied to MCS |
|
Definition
|
|
Term
| Formal MCS, 4 fields of study |
|
Definition
1. Managerial acctg
2. Org. behavior
3. Strategic planning
4. HR |
|
|
