'Bureaucratic control' diaporamas de présentation

Chapter

Chapter. 16. Managerial Control. Learning Objectives. After studying Chapter 16, you will know: why companies develop control systems for employees how to design a basic bureaucratic control system the purpose for using budgets as a control device

530 views • 43 slides

Bateman Snell

Bateman Snell. Management. Competing in the New Era. 5th. Edition. Part Five. Chapter 16 - Managerial Control Chapter Outline Bureaucratic Control Systems The Other Controls: Markets and Clans. Learning Objectives. After studying Chapter 16, you will know:

852 views • 35 slides

Thinking About Centralization , Politicization, and Bureaucratic Control

325 views • 22 slides

Chapter Sixteen: Managerial Control

251 views • 21 slides

Management and Organization Behavior

363 views • 20 slides

Ch. 16 Outline

Ch. 16 Outline. 1. Bureaucratic Control Systems The Control Cycle Different Approaches to Bureaucratic control Financial Controls The Downside to Bureaucratic Control 2. Other Controls Market Control Clan Control. Characteristics of Control.

341 views • 16 slides

ORGANIZATIONS ALIKE: CONVERGENCE AND THE CULTURE FREE HYPOTHESIS

ORGANIZATIONS ALIKE: CONVERGENCE AND THE CULTURE FREE HYPOTHESIS. THE CULTURE FREE HYPOTHESIS. Regardless of national culture, organizational design depends to on the organizational context (size, technology). EX 1 ORGANIZATIONS ALIKE.

135 views • 13 slides

Dystopias

Dystopias. Definition and Characteristics. Utopia. A place, state, or condition that is ideally perfect in respect of politics, laws, customs, and conditions. Dystopia. Futuristic , imagined universe in which oppressive societal control and the illusion of a perfect society are maintained.

496 views • 10 slides

An Introduction to Science Fiction

341 views • 10 slides

Theory of CONCERTIVE CONTROL

437 views • 8 slides

Discuss the advantages and disadvantages of the various forms

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 International Human Resource Management CASE STUDY (20 MARKS) McDonalds Corporation, the fast food hamburger giant, has experienced immense success around the world. The secret to its growth and profits is based on product consistency and uniformity. The product and the service is the same the world over. This tight consistency is achieved through bureaucratic control. Rules and regulations are the byword at McDonald’s. Every task is done in the same way in every store. To enforce the standardisation of operations, McDonald’s has a well defined organisational hierarchy. Field service managers and inspectors visit each store regularly to assure compliance with standard operation procedures. Each store has a well defined division of labour. Analysts have broken down every job into its smallest steps and have then automated the entire process to further assure that individual workers won’t get creative about what fixings should go on a Big Mac. Assistant managersare assigned to cover each shift and crew leaders are responsible for certain time periods, such as breakfast or lunch. Each employee knows exactly what to do. Trainers are assigned to teach each new worker precisely how to perform their asigned tasks. Trainees soon learn that, at McDonald’s, standards are more important to the maintenance of operational effectiveness. Management at McDonald’s has created effective mechanisms for work coordination, such as a detailed organisation structure and provisions for standardised services by corporate staff members in such areas as advertising, public relations, and operations. Area field consultants visit each store on a regular basis to be certain that every franchise conforms to all of McDonald’s rules and regulations. Since McDonald’s operates in a relatively stable environment, employing basic technology that has remained quite constant for the past fifteen years, the bureaucratic, mechanistic node of operation is ideal. At McDonald’s, the adherence to the bureaucratic process is not seen as a negative concept, but a posh one that spells continued consumer satisfaction and continued business success. Proof that bureaucracy works for McDonald’s is found in 1993 yearend financial numbers: (1) revenues were up over the preceding year by 6 per cent to $7.3 billion; (2) net profit was up 13.7 per cent to $1.0 billion; and (3) total return on equity rose to 21 per cent. Answer the following question. Q1. Discuss the advantages and disadvantages of the various forms of departmentalization? Q2. What are the strengths and weaknesses of a bureaucratic organisation? Q3. How does downsizing make firms more competitive in the global arena? Q4. Compare and contrast bureaucratic control with clan control. Which is better? Q5. Discuss the strengths and weaknesses of budgeting? Q6. How can a manager make control systems more effective? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

84 views • 7 slides

McDonalds Corporation, the fast food hamburger giant, has experienced immense success around the world.

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 International Human Resource Management CASE STUDY (20 MARKS) McDonalds Corporation, the fast food hamburger giant, has experienced immense success around the world. The secret to its growth and profits is based on product consistency and uniformity. The product and the service is the same the world over. This tight consistency is achieved through bureaucratic control. Rules and regulations are the byword at McDonald’s. Every task is done in the same way in every store. To enforce the standardisation of operations, McDonald’s has a well defined organisational hierarchy. Field service managers and inspectors visit each store regularly to assure compliance with standard operation procedures. Each store has a well defined division of labour. Analysts have broken down every job into its smallest steps and have then automated the entire process to further assure that individual workers won’t get creative about what fixings should go on a Big Mac. Assistant managersare assigned to cover each shift and crew leaders are responsible for certain time periods, such as breakfast or lunch. Each employee knows exactly what to do. Trainers are assigned to teach each new worker precisely how to perform their asigned tasks. Trainees soon learn that, at McDonald’s, standards are more important to the maintenance of operational effectiveness. Management at McDonald’s has created effective mechanisms for work coordination, such as a detailed organisation structure and provisions for standardised services by corporate staff members in such areas as advertising, public relations, and operations. Area field consultants visit each store on a regular basis to be certain that every franchise conforms to all of McDonald’s rules and regulations. Since McDonald’s operates in a relatively stable environment, employing basic technology that has remained quite constant for the past fifteen years, the bureaucratic, mechanistic node of operation is ideal. At McDonald’s, the adherence to the bureaucratic process is not seen as a negative concept, but a posh one that spells continued consumer satisfaction and continued business success. Proof that bureaucracy works for McDonald’s is found in 1993 yearend financial numbers: (1) revenues were up over the preceding year by 6 per cent to $7.3 billion; (2) net profit was up 13.7 per cent to $1.0 billion; and (3) total return on equity rose to 21 per cent. Answer the following question. Q1. Discuss the advantages and disadvantages of the various forms of departmentalization? Q2. What are the strengths and weaknesses of a bureaucratic organisation? Q3. How does downsizing make firms more competitive in the global arena? Q4. Compare and contrast bureaucratic control with clan control. Which is better? Q5. Discuss the strengths and weaknesses of budgeting? Q6. How can a manager make control systems more effective? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

86 views • 7 slides

Patel Mills manufactures woolen clothes. Over the years, it has earned an envious reputation in the market

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Human Resource Management CASE STUDY (20 Marks) Patel Mills manufactures woolen clothes. Over the years, it has earned an envious reputation in the market. People associate Patel Mills with high quality woolen garments. Most of the existing employees had joined the company long back and are nearing retirement stage. The process of replacing these old employees with younger ones, drawn from the nearby arrears, has already begun. Recently, the quality of the garments has deteriorated considerably. Though the company employs the best material that is available, the workmanship has gone down. Consequently, the company stands, in the surrounding areas to a great extent. The company stands, in the eyes of general public, depreciated and devalued. The production manager, in a frantic bid to recover lost ground, held several meetings with his staff but all in vain. The problem of course, has its roots in the production department itself. The young workers have started resisting the bureaucratic rules and regulations vehemently. The hatred against regimentation vehemently. The hatred against regimentation and tight control is total. The old workers, on the verge of retirement, say that conditions have changed considerably in recent years. In the days gone by, they say, they were guided by a process of self-control in place of bureaucratic control. Each worker did his work diligently and honestly under the old set up. In an attempt to restructure the organizational set up, the managers who have the new contract, had very little freedom in the workplace. They are expected to bend their will to rules and regulations. Witnessing the difference between the two ‘cultures’, the young workers, naturally, began to oppose the regulatory mechanism devised by top management. The pent up feelings of frustration and resentment against management, like a gathering storm, have resulted in volcanic eruptions leading to violent arguments between young workers and foremen on the shop-floor. In the process, production has suffered, both quantitatively and qualitatively. The production manager in an attempt to weather out the storm is seriously thinking of bringing about a radical change in the control process that is prevailing now, in the organization. Answer the following question. Q1. How do you evaluate the worker’s appraisal in the case? Q2. Do you suggest any techniques to avert politics / subjectivity creeping in the Process of performance? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

435 views • 6 slides