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Lecture 1(2)
Management control alternatives and their effects
RelevantChapters:
MerchantandVanderStede,ManagementControlSystems:
PerformanceMeasurement,Evaluation,andIncentives,
Chapters36
LearningObjectives:
1.
Resultscontrols
2.
Othercontrols(actionandpeople)
3.
MCtightness
4.
CostsassociatedwithMC
5.
DesignandevaluateMCS
1. Results controls
Whatisit?
Involvesrewardingindividualsforgeneratinggood
results(orpunishingthemforpoorresults)
E.g.,bonuses
Itinfluencesactionsbecauseitcausesemployeesto
beconcernedabouttheconsequencesoftheactions
theytake.
Theorganizationdoesnotdictatetoemployeeswhatactions
ordecisionstheyshouldtake;(actionsarenotconstrained)
Insteademployeesareempoweredtotakethoseactionsor
decisionstheybelievewillbestproducethedesiredresults.
1. Results controls
Decentralization
Delegatedecisionmakingauthoritytoentity
managersandassignspecificresponsibilities
Decentralizationandincentivesystemstomotivate
thesemanagerstogeneratedesiredresultsaretwo
criticalorganizationaldesignchoicesinaresult
controlcontext.(consideredjointly)
Resultscontrolsarecommonlyusedforcontrolling
thebehaviorsofemployeesatmanyorganizational
levels.
1. Results controls
Definingtheperformancedimensions
Maximizeshareholdervalue,pursueinnovation,etc.
Measuringperformanceonthesedimensions
Whatyoumeasureiswhatyouget;hence,measuremustbe
congruentoralignedwiththeorganizationsobjectives.Otherwise,
thecontrolswillactuallyencourageemployeestodothewrong
things!E.g.,patentfiled
Objective:financial(marketbased,accountingbased),nonfinancial
(marketshare,customersatisfaction);Subjective:beingateamplayer,
leadership
Settingperformancetargets:Motivationaleffects
Providingrewards(orpunishments):Incentives monetaryand
nonmonetary
1. Results controls
Resultscontrolsworkbestonlywhenallofthe
followingconditionsarepresent:
Knowledgeofdesiredresults:e.g.,purchasing
manager
Abilitytoinfluencedesiredresults(controllability)
Abilitytomeasureresultseffectively,e.g.,precise,
objective,timely,understandable,andcost
efficient.
1. Results controls
Tosummarize,
Resultscontrolsareanindirectformofcontrolbecause
theydonotfocusexplicitlyontheemployeesactionsor
decisions.
However,thisindirectnessprovidessomeimportant
advantages.Resultscontrolscanoftenbeeffectivewhen
itisnotclearwhatbehaviorsaremostdesirable.
Inaddition,resultscontrolscanyieldgoodcontrolwhile
allowingtheemployeeshighautonomy.Manypeople,
particularlythosehigherintheorganizationalhierarchy,
valuehighautonomyandrespondwelltoit.
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Actioncontrols
Ensurethatemployeesperform(donotperform)certain
actionsknowntobebeneficial(harmful)tothe
organization.
Arethemostdirectformofcontrol.
Mostactioncontrolsareaimedatpreventingundesirable
behaviors;makeitimpossible,oratleastmoredifficult,for
employeestodothingsthatshouldnotbedone.
E.g.,locksonvaluableassets,computerpasswords,
scrutinyofbudgetsandinvestmentproposals,etc.
Personnelcontrols
Aredesignedtomakeitmorelikelythatemployeeswill
performthedesiredtaskssatisfactorilyontheirown
becausetheemployeesareexperienced,honest,andhard
working,andderiveasenseofselfrealizationand
satisfactionfromperformingtaskswell.
Selfmonitoring
Culturalcontrols
Existtoshapeorganizationalbehavioralnormsandto
encourageemployeestomonitorandinfluenceeach
othersbehaviors.
Mutualmonitoring
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Generally,itisabout
findingtherightpeople,givingthemagoodwork
environmentandthenecessaryresources
Selectionandplacement:findingtherightpeople
todoaparticularjob
Training
Jobdesignandresourcing:givingthembotha
goodworkenvironmentandthenecessary
resources
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Culturalcontrols
Aredesignedtoencouragemutualmonitoring;apowerful
formofgrouppressureonindividualswhodeviatefrom
groupnormsandvalues.
Culturalcontrolsareeffectivebecausemembersofa
grouphaveemotionaltiesandasenseof
responsibilitytooneanother.
Organizationalculturecanbeshapedinmanyways,
e.g.,codesofconduct
Personnelandculturalcontrolsaresometimes
referredtoassoft controls.
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3. MC tightness
Goodcontrolissaidtotakeplacewhenthereis
ahighprobabilitythatthefirmsobjectiveswillbe
achieved
alowprobabilitythatmajorunpleasantsurpriseswill
occur
Inthisrespect,tightcontrolisgoodbecauseit
providesahighdegreeofcertaintythatpeoplewill
actastheorganizationwishes.
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Benefits
Ahigherprobabilitythatpeoplewillbothworkhardand
directtheirenergiestoservetheorganizationsinterests
Directcosts
MonetarycostsrequiredtodesignandimplementtheMC
E.g.,costsofpayingcashbonus,costsofmaintaining
internalauditstaff
Indirectcosts
Harmfulsideeffects
E.g.,managerialshorttermism,datamanipulation
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Twobasicquestions
Whatisdesired?
Whatislikelytohappen?
Ifwhatislikelyisdifferentfromwhatisdesired,
thentwobasicMCSdesignquestionsmustbe
addressed
Whatcontrolsshouldbeused?
Howtightlyshouldeachbeapplied?
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Generalrule
CompareCostsvs.benefitsandgowiththosethatwillprovide
thegreatestnetbenefits(i.e.,benefitslesscosts)
Indecidingamongthemanymanagementcontrolalternatives,
managersshouldstartbyconsideringwhetherpersonnelor
culturalcontrolswillbesufficient.However,itisrarethatpeople
controlswillbesufficient;hence,inmostcases,itisnecessary
tosupplementthemwithactionandresultscontrols.
Choicesamongvariousactionandresultscontrolsshould
dependontheparticularadvantagesanddisadvantageseach
hasinthespecificsettinginquestion.
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Tosummarize,keepabehavioralfocus
Thereisnoonebestformofcontrol.Whatworksbestin
onecompany(orareawithinacompany),maynotworkin
another.
Itisimportanttokeepthefocusonthepeopleinvolved,
becauseitistheirresponsethatwilldeterminethesuccess
orfailureofthecontrolsystem.
Thebenefitsofcontrolsarederivedfromtheirimpactson
behaviors.
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EndofLecture1(2)
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