Chapter Sixteen.docx

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Chapter Sixteen: Control Processes and Systems
GMS Notes
Controlling - the process of measuring performance and taking action to ensure desired results
After action interview identifies lessons learned through a completed project, task force assignment or
special operation
The following are types of Controls:
Feedforward Controls ensures that directions and resources are right before the work begins
- also called preliminary controls
Concurrent control focuses on what happens during the work progress
- sometimes called steering controls, they make sure things are going according to plan
Feedback control takes place after an action is completed
Internal and External Controls
Self-Control an internal control, occurs through self-discipline in fulfilling many responsibilities
Bureaucratic control influences behaviour through authority, policies, procedures, job descriptions, budgets
and day to day supervision
- another level of bureaucratic control comes from laws and regulations, which may
govern behaviour of top executives
Clan Control influences behaviour through norms and expectations set by the organizational culture
- this is the power of collective identity, where people who share values and identify strongly
with one another tend to behave in ways that are consistent with one another’s expectations
Market control essentially the influence of market competition on the behaviour of organizations and their
members
- business firms show the influence of market control in the way that they adjust rojects, pricing
and promotions
Work Inputs
Feedforward Controls
Ensure the right directions
are set and the right
resource inputs are
available
Work Throughputs
Concurrent Controls
Ensure the right things
are being done as part
of workflow
operations
Work Outputs
Feedback Controls
Ensure that final results
are up to desired
standards
Solve problems
before they occur
Solve problems while
they are occurring
Solve problems
after they occur
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