KEEPING TRACK:

What Gets Controlled?

1. Keeping Track of Organization’s Finances
• Traditional financial controls include:

Ratio analysis: Ratios are calculated using selected information from the organization’s
balance sheet and income statement

Budget analysis: Budget are used for both planning and controlling

Planning tool: indicates which work activities are important and what and how much
resources should be allocated to those activities

Controlling tool: provides managers with quantitative standards against which to

measure and compare resource consumption. Significant deviations require action and
manager examines what has happened and why and then take necessary action
 KEEPING TRACK:
What Gets Controlled?
2.Keeping Track of Organization’s Information
Information- a critical tool for controlling other organizational activities:
Managers need RIGHT INFORMATION at the RIGHT TIME and in the RIGHT
AMOUNT to help them monitor and measure organizational activities:

• About what is happening within their area of responsibility

• About the standards in order to be able to compare actual performance with the
standard
• To help them determine if deviations are acceptable
• To help them develop appropriate courses of action
 KEEPING TRACK:
What Gets Controlled?

2. Keeping Track of Organization’s Information

Information- a critical tool for controlling other organizational activities:

A Management Information System ( MIS )

• Can be manual or computer-based, although most organizational MIS are computer-
supported applications.
• System in MIS implies order, arrangement, and purpose
• Focuses specifically on providing managers with information ( processed and
analyzed data, not merely data (raw, unanalyzed facts).
 KEEPING TRACK:
What Gets Controlled?
2. Keeping Track of Organization’s Information
Information- an organizational resource that needs controlling:
Information is critically important to everything an organization does that information
needs to be protected

• Controls: data encryption, system firewalls, data backups, and other techniques

• Look for problems in places might not even have considered, like search engines

• Equipment such as laptop computers, tablets, and even RFID ( radio- frequency
identification ) tags are vulnerable to viruses and hacking

• Monitor information controls regularly to ensure that all possible precautions are in
place to protect important information
 KEEPING TRACK:
What Gets Controlled?
4.Keeping Track Using a Balanced Scorecard
Approach
Balanced scorecard approach looks at more than the financial perspective by typically
looking at four areas that contribute to a company’s performance:
1. Financial
2. Customer
3. Internal processes
4. People/ innovation/ growth assets

Managers should: develop goals for each of the four areas and then measure whether
goals are being met
 What Contemporary Control Issues Do
Managers Confront
Control is an important managerial function .2 control issues that
managers face today: cross-cultural differences and workplace concerns

Cross-cultural differences
Do Controls Need to Be Adjusted for Cultural Differences?
The concepts of control that they’re discussed are appropriate for organizational units
that aren't geographically distant or culturally distinct. Methods of controlling
employee behavior and operations can be quite different in different countries. In fact,
the differences in organizational control systems of global organizations are primarily
in the measurement and corrective action steps of the control process. in a global
corporation
 What Contemporary Control Issues Do
Managers Confront
Workplace concerns

What challengers do managers face in controlling the workplace?

Today's workplaces present considerable control challenges for managers. From

monitoring employees computer usage at work to protecting the workplace against
disgruntled employees intent on harming, managers need controls to ensure that work
can be done efficiently and effectively as planned.
 What Contemporary Control Issues Do
Managers Confront
Workplace concerns
Is my work computer really mine?

Because of the potentially serious costs and given the fact that many jobs now entail
computer. Many companies have workplace monitoring policies. Employers can (and
do), among other things, read your e-mail, tap your telephone, monitor your work by
computer, store and review computer files,...

Such policies should control employees behavior in a non demanding way and
employees should be informed about those policies
 What Contemporary Control Issues Do
Managers Confront
Workplace concerns
What challengers do managers face in controlling the workplace?
Is employee theft on the rise?

Employee theft is defined as any unauthorized taking of company property by employees for
their personal use. It can range from embezzlement to fraudulent filing of expense reports to
removing equipment, parts, software, or office supplies from company premises

Because people have financial based pressures (such as personal found financial problems) or
vice-based pressures (such as gambling debs). And the clinical psychologists suggest that people
steal because they can rationalize whatever they're doing as being correct and appropriate
behavior
 What Contemporary Control Issues Do
Managers Confront
What can managers do about workplace violence?

Provide managerial training. Supervisors and managers should be trained to see the
early warning signs of potential violence and how to address those signs. Supervisors
should be instructed to identify violence risks and report all threats to management
immediately.

Conduct period risk assessments. Conduct risk assessments to uncover your company's
vulnerabilities-both inside and outside of the workplace