BMRT 11009 Lecture Notes - Lecture 49: Total Quality Management, Balanced Scorecard, Strategy Map
SchoolKent State University
DepartmentBusiness Management and Related Technologies
Course CodeBMRT 11009
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CONTROL SYSTEMS & QUALITY MANAGEMENT
Techniques for Enhancing Organizational
16.1 Describe control as a managerial function.
16.2 Explain how successful companies implement controls.
16.3 Discuss the purpose of the balanced scorecard and strategy maps in measuring
16.4 Describe financial tools managers should know.
16.5 Explain the total quality management process.
16.6 Identify barriers to effective control and ways managers can overcome them.
16.7 Describe the manager’s role in increasing productivity.
16.8 Discuss the process for managing career readiness and review five tips for managing
CONTROL: WHEN MANAGERS MONITOR PERFORMANCE
– Defined as monitoring performance, comparing it with goals, and taking
corrective action as needed.
Figure 16.1 Controlling for effective performance
What you as a manager do to get things done, with controlling shown in relation to the three
other management functions. (These are not lockstep; all four functions happen concurrently.)
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WHY IS CONTROL NEEDED?
1. To adapt to change and uncertainty.
2. To discover irregularities and errors.
3. To reduce costs, increase productivity, or add value.
4. To detect opportunities.
5. To provide performance feedback.
6. To decentralize decision making and facilitate teamwork.
STEPS in the CONTROL PROCESS (1 of 4)
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STEPS in the CONTROL PROCESS (2 of 4)
1. Establish standards.
– Performance standard: the desired performance level for a given goal.
– Best measured when they can be made quantifiable.
2. Measure performance.
– Usually obtained from written reports, oral reports, and personal observations.
STEPS in the CONTROL PROCESS (3 of 4)
4. Take corrective action if necessary.
– Make no changes.
– Recognize and reinforce positive performance.
– Take action to correct negative performance.
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