1. Introduction to Management
Welcome to AB 140
Introduction to Management
Unit 6 Seminar
Controlling
Bill Okrepkie
AIM - WSOkrepkie
(262) (h)
(605) ©

2. Agenda General Questions and Announcements
Review of last week’s seminar
Introduction
Four Steps of Control Systems / Q & A
The Role of Six Sigma / Q & A
Internal vs. External Audits / Q & A
Recap
Unit Assignment Clarification
Conclusion of Seminar

3. Review of Last Week’s Seminar
Questions on:
Syllabus s
AOL AIM Acct Office Hours
Grading Criteria Discussion Questions/Participation
Assignments Reviews
Seminars Grade Book
Drop Box Doc Sharing

4. Did I Answer all your questions from last week.

5. Unit 5 Objectives During this unit discussed:
Designate conclusions to management issues
Discuss the difference between managing and leading
Identify aspects of employee motivation

6. Key Concepts One of the four primary functions of management.
Combining strategy and interpersonal skills to formulate plans and implement strategies that create positive results.
Similarities and differences between leading and managing.
Managers can increase people’s effort and performance.

7. Characteristics of Admired Leaders
Consistent over time Broad-minded
Honest Supportive
Forward looking Dependable
Inspiring Cooperative
Competent Courageous
Intelligent Determined
Fair-minded Caring
Straight forward Imaginative
Mature Ambitious
Loyal Self-controlled
Kouzes, J. and Posner, B. (2007). Leadership Challenge 4th Ed (p. 30). Jossey-Bass, San Francisco, CA.

8. Power: Five Sources Legitimate Power: right and authority
Reward Power: controls rewards
Coercive Power: punishment control
Referent Power: motivational
Expert Power: One in which the leader has certain expertise or knowledge that influences others to follow in order to gain this knowledge or expertise.

9. Leadership Styles Visionary Coaching Affiliative
How it builds resonance – shared dreams
Impact – most strongly positive
When appropriate – a new vision or direction is needed
Coaching
How it builds resonance – person’s wants with team’s goals
Impact – strongly positive
When appropriate – builds long term capabilities
Affiliative
How it builds resonance – connects people
Impact - positive
When appropriate – heals rifts, helps during stressful times, connections
Goleman, D., Boyatzis, R., and McKee, A. (2002). Primal Leadership. Realizing the Power of Emotional Intelligence (p. 55). Boston: Harvard Business School Press.

10. Leadership Styles, Cont.
Democratic
How it builds resonance – values people’s input
Impact – positive
When appropriate – build buy-in or consensus
Pacesetting
How it builds resonance – meets challenging goals
Impact – often highly negative
When appropriate – need high quality results from motivated team
Commanding
How it builds resonance – gives clear direction in an urgent situation
When appropriate – crisis, turnaround, problem team member
Goleman, D., Boyatzis, R., and McKee, A. (2002). Primal Leadership. Realizing the Power of Emotional Intelligence (p. 55). Boston: Harvard Business School Press.

11. Types of leaders Charismatic Leaders: Transactional Leaders:
Transformational Leaders:

12. Any Questions on Unit 5

13. Discussion Question
In your judgment, what is Sandwich Blitz more in need of in this situation: a manager or a leader? What is the difference between the two? How would you resolve this dilemma if you were Dalman or Lei?
Your thoughts

14. Assignment
Business is going relatively well at Sandwich Blitz, Inc. However, Dalman and Lei have noticed that an increasing number of employees and store managers are arriving late to work. They are wondering what they should do.
Referring to the textbook section on Power and Leadership on page 203, which of the 5 sources of power should Jack and Jenny employ to address the problem of employee and manager tardiness at work?

15. Assignment Cont.
Identify at least one source of power that Dalman and Lei should employ to address this situation.
Describe the characteristics of a leader who possesses the power that you chose.
Explain how use of this type of power could be applied by Dalman and Lei to the situation.
Your thoughts

16. Let’s talk about Controlling

17. Introduction
Control is one of the four primary functions of management.
Control is any process that directs activities toward the achievement of organizational goals.
Formal Control Systems (also referred to as Bureaucratic Control Systems) measure progress toward organizational goals, making corrections and adjustments as needed.

18. Review of the 4 steps of control systems
Taking action to correct problems and reinforce successes
Setting Performance Standards
Measuring Performance
Comparing performance against the standards and determining deviations

19. Step 1 of Control Systems: Setting performance standards
Standard - expected performance for a given goal, a target that establishes a desired performance level; motivates performance, and serves as a benchmark against which actual performance is assessed
Can you think of an example of a goal and its standard in your workplace?

20. Step 2 of Control Systems:
Measuring performance
How are performance goals measured in your workplace?

21. Step 3 of Control Systems:
Comparing performance against the standards and determining deviations
What methods do you or your managers use to perform this step?

22. Step 4 of Control Systems:
Taking action to correct problems and reinforce successes
Can you name some methods that managers use to correct problems or reinforce successes in your workplace?

23. The Control Process

24. Six Sigma What is the role of Six Sigma?
Let’s begin by defining it. What is Six Sigma?

25. Six Sigma
Six Sigma is a quality management concept that has the goal of eliminating defects from a company’s product or service.
It involves adjusting various aspects of and around the product or service until it is consistently what the customers want and need.
The term “sigma” refers to how far a product or service is from being “perfect”, free of defects (relative to customers’ wants and needs).
This state of “perfection” or being as free of defects as possible is believed to be achieved at Six Sigma.

26. Role of Six Sigma
The higher the sigma number, the lower the level of variation or defects.
At six-sigma-level, a process is producing fewer than 3.4 defects per million (approximately accuracy)

27. Role of Six Sigma, (continued)
For those organizations that use this tool, the management works hard to engage the organization in an effort to eliminate the causes of all defects in the product or service.
One approach that managers may use to address defects is to place employees in work teams that focus on finding improvements and solutions that will prevent a certain defect from arising in the first place.

28. Internal and external audits
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
Have you ever participated in an audit at your workplace? What type of audit was it? What were some of the pros and cons of the audit experience that you noticed?

29. Assignment Questions and Answers
There are four graded assignments in Unit 6:
Review Quiz – 60 points
Discussion Assignment
Dropbox Assignment
Seminar Quiz

30. Discussion Question
At Sandwich Blitz, Lei noticed what appeared to be a discrepancy in the time sheet of one of the customer associates. When she asked the unit manager about this, she learned that the crew supervisor had allowed the associate to “swap out” work hours against the next time period. After checking the employee handbook which had been in effect since she and Jack were actively managing the units, she discovered that this practice was not covered. She also realized that many of the duties that employees were expected to do and be evaluated on were also not clearly addressed in the employee handbook.

31. Discussion Question Cont.
Control is any process that directs the activities of individuals toward the achievement of organizational goals. Refer to the unit readings, and in your best judgment based on the readings, do you think that a control system needs to be developed to address these issues? Why or why not?

32. Assignment
Lei noticed what appeared to be a discrepancy in the time sheet on one of the customer associates. When she asked the location manager about this, she learned that the crew supervisor had allowed the associate to “swap out” work hours against the next time period.
Lei did not like this practice and immediately viewed this as a control issue. After checking the employee handbook which had been in effect since she and Dalman were actively managing the single location, she discovered that this practice was not covered.
She also realized that many of the duties that employees were expected to do and were in fact, evaluated on were also not clearly addressed.

33. Assignment Cont.
After reading the scenario above and the textbook section on Bureaucratic Control Systems on pages 287–289, respond to the following question:
How can Lei apply the four step control process outlined in the text to address this problem?

34. You all did great today. I can hardly wait until next week
You all did great today! I can hardly wait until next week . Any other questions from this seminar

35. It looks like the hour is up
It looks like the hour is up. I hope this session was valuable to you and I look forward to seeing you next week. Have a great week and weekend.