1. Unit Six Seminar Intro to Management AB140 Instructor: Jill Burgett **Don’t forget to make sure your volume is up

2. Unit Six Coursework Discussion Be sure to post three times (min 100 words) on three separate days (from Wed-Tues) to receive full credit. Be sure to post three times (min 100 words) on three separate days (from Wed-Tues) to receive full credit. Your first post should answer the discussion question and your second two posts (on separate days) should be responses to classmates. All posts should be a minimum of 100 words. Your first post should answer the discussion question and your second two posts (on separate days) should be responses to classmates. All posts should be a minimum of 100 words.Assignment Watch a scenario about Sandwich Blitz, Inc. and use textbook information on Bureaucratic Control Systems to answer (watch grammar and don’t forget about one page minimum). Watch a scenario about Sandwich Blitz, Inc. and use textbook information on Bureaucratic Control Systems to answer (watch grammar and don’t forget about one page minimum).QUIZ 20 multiple choice questions on the functions of management that we have learned about (planning, organizing, leading, controlling) to be completed by next Tuesday 20 multiple choice questions on the functions of management that we have learned about (planning, organizing, leading, controlling) to be completed by next Tuesday Time limit is two hours and can only enter once Time limit is two hours and can only enter once ***All Unit Six work is due by next Tuesday at 11:59 PM EST ***Check gradebook comments and Kaplan email account

3. Tonight’s Seminar What to expect in Unit Six Chapter 13 The 4 steps of control systems The 4 steps of control systems Internal vs. external audits Internal vs. external audits Preview of Unit Seven Coursework

4. Spinning out of control? Lax top management Absence of policies Lack of agree-upon standards “Shoot the messenger” management Lack of periodic reviews Bad information systems Lack of ethics in the culture

5. Different Types of Control Control - any process that directs the activities of individuals toward the achievement of organizational goals Bureaucratic Control - the use of rules, regulations, and authority to guide performance Market Control - control based on the use of pricing mechanisms and economic information to regulate activities within organizations Clan Control - control based on the norms, values, shared goals, and trust among group members

6. Bureaucratic Control Systems Also known as: Formal Control Systems Designed to measure progress toward set performance goals and apply corrective measures to ensure performance achieves managers’ objectives Designed to measure progress toward set performance goals and apply corrective measures to ensure performance achieves managers’ objectives They correct significant variations, or discrepancies, in the results of planned activities. They correct significant variations, or discrepancies, in the results of planned activities.

7. Assignment Watch a scenario about Sandwich Blitz Refer the textbook section on Bureaucratic Control Systems on pages 287–289 How can Lei apply the four step control process outlined in the text to address this problem? How can Lei apply the four step control process outlined in the text to address this problem?

8. The Control Process

9. Control Process: Step One Setting Performance Standards A standard is the level of expected performance given a goal A standard is the level of expected performance given a goal Standards are targets that establish desired performance levels, motivate performance, and serve as benchmarks to measure performance Standards are targets that establish desired performance levels, motivate performance, and serve as benchmarks to measure performance

10. Control Process: Step Two Measuring Performance Written Reports Written Reports Oral Reports Oral Reports Personal Observation Personal Observation

11. Control Process: Step Three Comparing Performance With The Standard – –Manager evaluates performance what type of deviation from the standard – –Deviation from the standard isn’t always bad but certainly can be. – –Principle of Exception - a managerial principle stating that control is enhanced by concentrating on the exceptions to or significant deviations from the expected result or standard

12. Control Process: Step Four Taking Action to Correct Problems and Reinforce Successes Last step is to take appropriate action when there are significant deviations. Last step is to take appropriate action when there are significant deviations. In computer-controlled production technology, two basic types of control are feasible: Specialist control - operators of computer-numerical- control(CNC) machines must notify engineering specialists of malfunctions so that they can take corrective actions. Operator control - multiskilled operators can rectify their own problems as they occur.

13. Bureaucratic Control Feedforward Control - the control process used before operations begin, including policies, procedures, and rules designed to ensure that planned activities are carried out properly. Concurrent control - the control process used while plans are being carried out, including directing, monitoring, and fine-tuning activities as they are performed. Feedback Control - Control that focuses on the use of information about previous results to correct deviations from the acceptable standard.

14. Internal and External Audits Management Audit - an evaluation of the effectiveness and efficiency of various systems within an organization External Audit - an evaluation conducted by one organization, such as a CPA firm, on another Internal Audit - a periodic assessment of a company’s own planning, organizing, leading, and controlling processes Budgeting (budgetary controlling)- the process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences

15. Unit Seven Coursework Discussion (***2 Discussions For Unit 7) Be sure to post three times (min 100 words) on three separate days (from Wed-Tues) to receive full credit. Be sure to post three times (min 100 words) on three separate days (from Wed-Tues) to receive full credit. Your first post should answer the discussion question and your second two posts (on separate days) should be responses to classmates. All posts should be a minimum of 100 words. Your first post should answer the discussion question and your second two posts (on separate days) should be responses to classmates. All posts should be a minimum of 100 words.Assignment Watch a scenario about Sandwich Blitz, Inc. writing about how self-managed teams could be used at Sandwich Blitz to allow Dalman more time to devote to growing the business (watch grammar). Watch a scenario about Sandwich Blitz, Inc. writing about how self-managed teams could be used at Sandwich Blitz to allow Dalman more time to devote to growing the business (watch grammar).Review 10 multiple choice questions on Chapter 11. 10 multiple choice questions on Chapter 11. ***All Unit Seven work is due by next Tuesday at 11:59 PM EST

16. Unit Seven Assignment Dalman and Lei are pleased with Sandwich Blitz’s past performance but feel that they are each unable to devote their time and energy to take the business to the next level Dalman has heard that other businesses have successfully used a team approach to managing with good results and wonders if this could help him as well as the location managers Refer to section on Self-Managed Teams of the chapter reading Explain how self-managed teams could be used at Sandwich Blitz to allow Dalman more time to devote to growing the business.

17. How Can Teams Help? Effective as a building block for organization structure Increase productivity, improve quality, enhance speed, and reduce costs Forces for innovation and change. Provide benefits for their members Useful learning, feedback, growth, and development mechanisms Useful learning, feedback, growth, and development mechanisms

18. The New Team Environment Team - a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable Working group - a collection of people who work in the same area or have been drawn together to undertake a task but do not necessarily come together as a unit and achieve significant performance improvements.

19. The New Team Environment

20. Different Types of Organizational Teams Work Teams - teams that make or do things like manufacture, assemble, sell, or provide service Project and Development Teams - teams that work on long-term projects but disband once the work is completed Parallel Teams - teams that operate separately from the regular work structure, and exist temporarily. Management Teams - teams that coordinate and give direction to the subunits under their jurisdiction and integrate work among subunits Transnational Teams - work groups composed of multinational members whose activities span multiple countries Virtual Teams - teams that are physically dispersed and communicate electronically more than face-to-face

21. Team Autonomy Continuum

22. Different Types of Organizational Teams (Cont.) Self-Managed Teams Traditional Work Groups - groups that have no managerial responsibilities Quality Circles - voluntary groups of people drawn from various production teams who make suggestions about quality Semiautonomous Work Groups - groups that make decisions about managing and carrying out major production activities but get outside support for quality control and maintenance Autonomous Work Groups - groups that control decisions about and execution of a complete range of tasks

23. Different Types of Organizational Teams (Cont.) Self-Managed Teams Self-Designing Teams - Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform Self-Managed Teams - Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no immediate supervisor, and make decisions previously made by first-line supervisors

24. Unit Seven Assignment Dalman and Lei are pleased with Sandwich Blitz’s past performance but feel that they are each unable to devote their time and energy to take the business to the next level Dalman has heard that other businesses have successfully used a team approach to managing with good results and wonders if this could help him as well as the location managers Refer to section on Self-Managed Teams of the chapter reading Explain how self-managed teams could be used at Sandwich Blitz to allow Dalman more time to devote to growing the business.

25. How Groups Become Real Teams Forming - Group members attempt to lay the ground rules for what types of behavior are acceptable. Storming - Hostilities and conflict arise, and people jock for positions of power and status. Norming - Group members agree on their shared goals, and norms and closer relationships develop. Performing - The group channels its energies into performing its tasks.

26. Stepping Up to Team Leadership

27. Why Do Groups Sometimes Fail? Ineffective communication Lack of effective chartering, visioning, and goal setting Lack of clarity about roles Not keeping morale and momentum high Not keeping productivity high Lack of trust

28. Next Seminar Please join me next week for our unit seven seminar. Good luck on your quiz! Good luck on your quiz! Any questions, comments, or concerns?