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MANAGEMENT: A GLOBAL AND ENTREPRENEURIAL PERSPECTIVE by Weihrich, Cannice, and Koontz

MANAGEMENT: A GLOBAL AND ENTREPRENEURIAL PERSPECTIVE by Weihrich, Cannice, and Koontz. Part. 6. Asian Perspective Slides. Closing: Controlling. Powerpoint slides developed by Mr Karminder Ghuman , Assistant Professor and HoD of the MBA Program,

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MANAGEMENT: A GLOBAL AND ENTREPRENEURIAL PERSPECTIVE by Weihrich, Cannice, and Koontz

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  1. MANAGEMENT: A GLOBAL AND ENTREPRENEURIAL PERSPECTIVE by Weihrich, Cannice, and Koontz Part 6 Asian Perspective Slides Closing: Controlling Powerpoint slides developed by Mr Karminder Ghuman, Assistant Professor and HoD of the MBA Program, Gian Jyoti Institute of Management Technology, Mohali, India.

  2. Controlling • It involves three basic steps: Establishing standards Measuring performance against the standards Correcting variation from standards and plans

  3. Controlling • Planning and control are mutually interdependent • Organisations can employ Benchmarking for setting goals and productivity measures • Control is employed as feedback system • Real time information does not necessarily mean real time control

  4. Productivity and Total Quality Management • Productivity is output-input ratio within a time period with due consideration for quality • Productivity of knowledge worker is more difficult to measure than skill worker • Total Quality Management refers to long-term commitment to continuous improvement in quality through out the organisation with the active participation of all members at all levels to satisfy or delight the customer

  5. Controlling Variables of evaluation of the performance of different business divisions of Wipro are as following: • Speed • Customer satisfaction • Financial objectives: Sales Sales growth Market share Profit before and after tax Cash flow Return on equity and capital employed • Employee morale

  6. Criticality of Performance Appraisal • Skill sets of employees need to be constantly evaluated through formal and informal feedback • To become a manager at HCL one has to pass a group of courses on: negotiation skills, presentation skills, account management and "expectation management" enabling managers to deal with the expectations of customers and employees.

  7. Employee Feedback at HCL • Every employee at HCL rates their boss, their boss' boss, and three other company managers, on 18 parameters using a 1-5 scale. • All results of 360o evaluations are posted at HCL online for all to see.

  8. Empowerment for Effective Control • Employees need to be empowered to make the controlling process timely and effective • Every employee at HCL can at any time create an electronic "ticket" to flag anything they think requires action. • The ticket is routed to a manager for resolution. • These tickets can only be "closed" by the employees themselves. • Managers are evaluated partly based on how many tickets their departments are creating - the more the better.

  9. Informal Controls • Along with formal controls an organization can also have informal controls • Every employee at HCL can post a question or comment on any subject in a public process called "U and I." • About 400 issues come in each month, and answers are posted on the intranet with questions.

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