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Esempio/prova d'esame Gennaio Autumn 2019, domande+risposte
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- Organizational Control Fundamentals: Defines organizational control as a process of influencing behavior to achieve organizational goals. It highlights four critical dimensions: goal-orientation, addressing goal congruence gaps, process-centricity, and probabilistic nature.
- Need for Control: Explains that the necessity for control stems from common organizational challenges such as lack of direction, motivational problems among employees, and personal limitations.
- Functions of Control: Outlines the three primary functions of any control system: motivating people, providing essential information for decision-making, and coordinating the efforts of various individuals and groups within the organization.
- Control System Architectures: Differentiates between organizational control systems, which are mechanisms to increase the probability of achieving objectives, and defines the ultimate goal as influencing actions consistent with organizational goals. It also categorizes control into 'planned' (leadership, formal systems) and 'unplanned' (ad hoc supervision, techniques), distinguishing between personal and impersonal control.
- Control Alternatives (Merchant, 1998):
- Action Controls: The most direct form, ensuring employees perform (or do not perform) specific actions. Effective when desirable actions are known and managers can ensure their occurrence. Types include behavioral constraints (physical, administrative), preaction reviews (formal, informal), action accountability, and redundancy.
- Results Controls: Involves rewarding individuals for good results and punishing for poor ones. Influences actions by making employees concerned about consequences, empowering them to choose actions. Effective when desired results are controllable and measurable. The process includes defining performance dimensions, measuring performance, setting targets, and providing rewards/punishments. Visualizes result measurement with and without uncontrollable factors.
- Personnel and Cultural Controls: Focuses on ensuring employees control their own behaviors or each other's. Fills gaps left by imperfect action and results controls. Personnel controls include selection & placement, training, and job design. Cultural controls encompass codes of conduct, group-based rewards, intra-organizational transfers, physical & social arrangements, and 'tone at the top'.
- Management Control Systems (Maciariello-Kirby, 1994): Defines MCS as interrelated communication structures that facilitate information processing to assist managers in coordinating and attaining organizational objectives.
- Formal Control Systems Components: Includes infrastructure (organization structure, patterns of autonomy, measurement methods), management style & culture (prevailing style, principal values), formal control process (strategic planning, operations planning, reporting systems), coordination & integration (standing committees, formal conferences, involvement techniques), and rewards (individual/group, short/long term, promotion policy).
- Informal Control Systems Components: Comprises infrastructure (personal contacts, networks, emergent roles), management style & culture (prevailing style, principal values), informal control process (search/alternative generation, uncertainty coping, rationalization/dialogue), coordination & integration (based on trust, simple/direct/personal communication), and rewards (recognition, status-oriented, intrinsic, personal contact).