Implementing and Controlling Chapter 14 Implementing and Controlling ©2008 Thomson/South-Western Chapter 14 Implementing and Controlling

Implementing Activities Effective communications Employee motivation Work teams Operations management Chapter 14 Implementing and Controlling

Motivation Theories: Maslow’s Hierarchy of Needs self-actualization esteem social security physiological Chapter 14 Implementing and Controlling

Motivation Theories: McClelland’s Achievement Motivation power affiliation Chapter 14 Implementing and Controlling

Motivation Theories: Herzberg’s Two-Factor Theory hygiene factors motivators dissatisfiers satisfiers Chapter 14 Implementing and Controlling

Implementing and Controlling Implementing Change Carefully plan for the change. Communicate with people so that change does not surprise them. Involve people so they feel a part of the change. Educate people so they understand the change. Support people in their efforts to change. Chapter 14 Implementing and Controlling

Implementing and Controlling Steps in Controlling Establishing standards for each of the company’s goals Measuring and comparing performance against the established standards to see if the performance met the goals Taking corrective action when performance falls short of the standards Chapter 14 Implementing and Controlling

Implementing and Controlling Types of Standards Quantity standards — establish expected amount of work to be completed Quality standards — describe expected consistency in production or performance Time standards — measure amount of time it takes to complete an activity Cost standards — control costs Chapter 14 Implementing and Controlling

Taking Corrective Action Taking steps to improve performance Changing policies and procedures Revising the standard Chapter 14 Implementing and Controlling

Implementing and Controlling Controlling Costs Inventory Just-in-time (JIT) inventory controls Credit Theft Health and safety Chapter 14 Implementing and Controlling