1. 1 Chapter 16 Control Designed & Prepared by B-books, Ltd. MGMT 2008 Chuck Williams

2. 2 Basics of Control After reading this section, you should be able to: 1.describe the basic control process.

3. 3 The Control Process Begins with establishment of clear standards of performance Involves a comparison of actual performance to desired performance Takes corrective action to repair performance deficiencies Is a dynamic, cybernetic process Consists of feedback control, concurrent control, feedforward control But… control isn’t always worthwhile or possible 1 1

4. 4 Setting Standards 1.A good standard must enable goal achievement. 2.Listening to customers or observing competitors. 3.Benchmarking other companies. –Determine what to benchmark. –Identify the companies against which to benchmark. –Collect data to determine other companies’ performance standards. 1.1

5. 5 Comparison to Standards 1.2 Does actual performance = performance standard?

6. 6 Corrective Action Identify performance deviations Analyze those deviations Develop and implement programs to correct them Control Process Correct Identify Analyz e 1.3

7. 7 Dynamic, Cybernetic Process Develop & Implement Program for Corrective Action Set Standards Measure Performance Compare with Standards Compare with Standards Identify Deviations Analyze Deviations 1.4

8. 8 Feedback, Concurrent, and Feedforward Control Feedback Control Gather information about performance deficiencies after they occur Concurrent Control Gather information about performance deficiencies as they occur Feedforward Control Monitor performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur Monitor performance inputs rather than outputs to prevent or minimize performance deficiencies before they occur 1.5

9. 9 Feedforward Control Guidelines for Using Feedforward Control 1.Thorough planning and analysis are required. 2.Careful discrimination must be applied in selecting input variables. 3.The feedforward system must be kept dynamic. 4.A model of the control system should be developed. 5.Data on input variables must be regularly collected. 6.Data on input variables must be regularly assessed. 7.Feedforward control requires action. 1.Thorough planning and analysis are required. 2.Careful discrimination must be applied in selecting input variables. 3.The feedforward system must be kept dynamic. 4.A model of the control system should be developed. 5.Data on input variables must be regularly collected. 6.Data on input variables must be regularly assessed. 7.Feedforward control requires action. 1.5

10. 10 Control Loss Is control worthwhile? Maybe, maybe not. Managers must assess the regulation costs and the cybernetic feasibility.

11. 11 Control Methods After reading these sections, you should be able to: 2.discuss the various methods that managers can use to maintain control. 3.describe the behaviors, processes, and outcomes that today’s managers are choosing to control their organizations.

12. 12 Control Methods Normative Concertive Self-Control Bureaucratic Objective 2 2

13. 13 Bureaucratic Control Top-down control Use rewards and punishment to influence employee behaviors Use policies and rules to control employees Often inefficient and highly resistant to change 2.1

14. 14 Objective Control Use of observable measures of worker behavior or outputs to assess performance and influence behavior Behavior Control Regulation of the behaviors and actions that workers perform on the job Output Control Regulation of workers’ results or outputs through rewards and incentives Regulation of workers’ results or outputs through rewards and incentives 2.2

15. 15 Effective Output Control 1.Output control measures must be reliable, fair, and accurate. 2.Employees and managers must believe that they can produce the desired results. 3.The rewards or incentives tied to outcome control measure must be dependent on achieving established standards of performance. 2.2

16. 16 Normative Control Created by: –careful selection of employees –observing experienced employees & listening to stories about the company Normative Control 2.3

17. 17 Concertive Control Autonomous work groups –operate without managers –group members control processes, output, and behaviors Concertive Control Regulation of workers’ behavior and decisions through work group values and beliefs 2.4

18. 18 Self-Control Also known as self-management Employees control their own behavior Employees make decisions within well-established boundaries Managers teach others the skills they need to maximize work effectiveness Employees set goals and monitor their own progress 2.5

19. 19 What to Control? Customer Defections Customer Defections Quality Waste and Pollution Balanced Scorecard Budgets, Cash Flow, EVA Budgets, Cash Flow, EVA 3 3

20. 20 Where Should Companies Manufacture Consumer Goods? Some companies have chosen to manufacture consumer goods in the U.S. It’s cheaper and easier to make customized, delicate, and bulky items near their retail locations. These companies are using technology to increase production, so they aren’t hiring more U.S. employees. Source: Whitehouse, Mark. “For some Manufacturers, There Are Benefits to Keeping Production at Home.” The Wall Street Journal. January 22, 2007. Beyond the Book

21. 21 The Balanced Scorecard Customer Perspective Customer Perspective Internal Perspective Innovation and Learning Perspective Innovation and Learning Perspective Financial Perspective 3.1

22. 22 Advantages of the Balanced Scorecard 1.Forces managers to set goals and measure performance in each of the four areas 2.Minimizes the chances of suboptimization –performance improves in one area, but at the expense of others 3.1

23. 23 The Balanced Scorecard: Southwest Airlines 3.1

24. 24 The Financial Perspective Cash flow analysis Predicts how changes in a business will affect its ability to take in more cash than it pays out Balance sheets Provide a snapshot of a company’s financial position at a particular time Income statements Show what has happened to an organization’s income, expenses, and net profit over a period of time Financial ratios Used to track liquidity, efficiency, and profitability over time compared to other businesses in its industry 3.2

25. 25 Basic Accounting Tools 1.Forecast sales 2.Project changes in anticipated cash flows 3.Project anticipated cash outflows 4.Project net cash flows by combining anticipated cash inflows and outflows Steps for a Basic Cash Flow Analysis Beyond the Book

26. 26 Basic Accounting Tools 1.Assets Current assets Fixed assets 2.Liabilities Current liabilities Long-term liabilities 3.Owner’s equity Stock Additional paid in capital Retained earnings Parts of a Basic Balance Sheet Beyond the Book

27. 27 Basic Accounting Tools SALES REVENUE -sales returns and allowances +other income =NET REVENUE -cost of goods sold =GROSS PROFIT -total operating expenses =INCOME FROM OPERATIONS -interest expense =PRETAX INCOME -income tax =NET INCOME Basic Income Statement Beyond the Book

28. 28 Financial Ratios LIQUIDITY RATIOS Current Ratio Quick (Acid Test) Ratio LIQUIDITY RATIOS Current Ratio Quick (Acid Test) Ratio LEVERAGE RATIOS Debt to Equity Debt Coverage LEVERAGE RATIOS Debt to Equity Debt Coverage EFFICIENCY RATIOS Inventory Turnover Average Collections Period EFFICIENCY RATIOS Inventory Turnover Average Collections Period PROFITABILITY RATIOS Gross Profit Margin Return on Equity PROFITABILITY RATIOS Gross Profit Margin Return on Equity Beyond the Book

29. 29 Common Kinds of Budgets Cash Budgets Used to forecast the cash a company will have for expenses Expense Budgets Used to determine spending on supplies, projects, or activities Profit Budgets Profit Budgets Used by profit centers, which have “profit and loss” responsibility Revenue Budgets Used to project or forecast future sales Variable Budgets Used to project costs across varying levels of sales/revenues Capital Expenditure Budgets Used to forecast large, long-lasting investments 3.2 Beyond the Book

30. 30 Economic Value Added (EVA) Economic Value Added The amount by which company profits exceed the cost of capital in a given year Common Costs of Capital  Long-term bank loans  Interest paid to bondholders  Dividends and growth in stock value that accrue to shareholders  Long-term bank loans  Interest paid to bondholders  Dividends and growth in stock value that accrue to shareholders 3.2

31. 31 Economic Value Added (EVA) 1. Calculate net operating profit after tax 2. Identify how much capital the company has invested 3. Determine the cost paid for capital 4.Multiply capital used (step 2) times cost of capital (step 3) 5. Subtract total dollar cost of capital from net profit after taxes $3,500,000 $16,800,000 10% (10% x $16,800,000) = $1,680,000 $3,500,000 net profit -$1,680,000 cost of capital $1,820,000 EVA $3,500,000 net profit -$1,680,000 cost of capital $1,820,000 EVA 3.2

32. 32 Why Is EVA Important? Shows whether a business, division, department, profit center, or product is paying for itself Makes managers at all levels pay closer attention to their segment of the business Encourages managers and workers to be creative in looking for ways to improve EVA performance 3.2

33. 33 The Customer Perspective Controlling Customer Defections Monitoring customer defections: –identify which customers are leaving the company –measuring the rate at which they are leaving Obtaining a new customer costs five times as much as keeping a current one Customers who have left are likely to tell you what you are doing wrong Understanding why a customer leaves can help fix problems and make changes 3.3

34. 34 The Internal Perspective Controlling Quality Excellence Value Conformance to Expectations 3.4

35. 35 The Internal Perspective Controlling Quality 3.4

36. 36 Whirlpool Needs to Avoid Expensive Damages Whirlpool was loosing millions of dollars every year to dents and scrapes in its machines. New loading trucks and better packaging helped to reduce damage. Whirlpool is working to prevent damage to its exterior packages which discourages potential customers. Source: Brat, Ilan. “As Costs Rise, Whirlpool Makes a Dent in Dings.” The Wall Street Journal. July 30, 2007. Beyond the Book

37. 37 Controlling Waste and Pollution Good housekeeping Material/product substitution Process modification 3.5

38. 38 Waste Disposal Waste Treatment Recycle & Reuse Waste Prevention & Reduction Controlling Waste and Pollution 3.5