Fichas
Hofstede Framework
Fichas del conjunto (14)
- 1Management Controlprocess by which resources are obtained and used effectively and efficiently in the accomplishment of organizational objectives
- 2How to classify the activities in the organization?Are objectives ambiguos or non-ambiguous?
Are the outputs measurable or non-measurable?
Are effects of management intervention in it known or unknown?
Is the activity repetitive or non-repetitive? - 3What are the typologies of control based on the above questions?Routine control
Expert control
Trial and error control
Intuitive control
Jdgemental control
Political control - 4Routine controlrepetitive,output measurable, effect of intervention known, objectives unambiguous:
applies to operations in production and service organizations;
can be automated - 5Expert controlNon-repetitive,output measurable, effect of intervention known, objectives unambiguous:
Entrust control to the person who is an Expert (for whom the activity is repetitive) - 6Trial and ErrorRepetitive,effect of intervention not known , output measurable, , objectives unambiguous:
Learn to control thru its own failures; ex., NPD and budget cycle for current operations - 7Intuitive controlNon-Repetitive,effect of intervention not known , output measurable, , objectives unambiguous:
management control as an art rather than science; find a person who can be trusted to find the proper form of intervention needed to achieve desired results - 8Judgmental controlNon-Repetitive,effect of intervention not known , output not measurable, , objectives unambiguous:
ex., well-being of society due to roll-out of social welfare program.
need indirect measures as surrogate measures; if even indirect measures are not available, it becomes judgmental control , where a supreme judge or a bench use power and influence to decide if intervention is needed or not. - 9Political controlNon-Repetitive,effect of intervention not known , output not measurable, , objectives ambiguous:
most difficult case: - 10Ways to enforce political control1) Use of hierarchy , where the higher authorities set the objectives
2) Use of rules and fixed policies
3) Use of negotiation
4) use of experts
5) Allow a crisis to occur which will reduce the number of alternatives - 11cybernetic modelAnthony's thermostat model ; applies only to routine control;
- 12What happens with people involvementpsychological short-circuiting occurs:
-people change objectives rather than process itself
- people change measurements rather than process itself
-people make intended interventions as well as unintended
-people withdraw from the system by absenteeism
results in pseudo-control - 13how to avoid pseudo-controluse homeostatic process rather than cybernetic;
homeostatic means like a living cell; capable of maintaining an equilibrium in a changing environment - 14Garbage can modelto deal with type 5 & 6 ;
Rituals + Values = Culture;
Control reforms depend on Org culture
Control systems cannot be exported
Información
- Descripción
- ea MCS Fichas sobre Hofstede Framework, creado por Mukundhan Srinivasan el 21/07/2016.
- Creado por
- Mukundhan Srinivasan
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