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BUAD 200 Lecture 14: Chapter 14 Notes

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millsln6790
9 May 2022
School
Mary Baldwin University
Department
Business
Course
BUAD 200
Professor
Cavin Chung

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Document Summary

Learning objections: know what is meant by organizational control, recognize that controls have costs, understand the benefits of controls. Learning objectives: know the difference between strategic and operational controls, understand the different types of controls, be able to differentiate between financial and nonfinancial controls. Concurrent control hands-on management supervision during a project. The real time speed of a production line. Feedforward controls proactively address what can be done ahead of time to help plan succeed: concurrent controls involve the real time process of monitoring and adjusting ongoing activities and processes. Feedback controls involve the gathering of information about a completed activity, evaluating that information, and taking steps to improve the similar activities in the future. Control as a feedback loop: organizing --> leading --> controlling --> planning. Learn how a balance sheet works: understand the nature of financial controls, know how an income profit and loss statement works.

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Related Questions

  1. How can HR professionals demonstrate that they provide value in terms of return on investment for an organization?
  2. How do an organization’s vision, mission, and strategywork together to help organizations survive and thrive, and what is the role recruitment and selection plays in this? Clearly define each of the terms within your answer.
  3. Discuss the impact of demographics and current socioeconomic conditions on organizational recruitment and selection practices for organizations.
  4. Discuss the impact of demographics and current socioeconomic conditions on organizational recruitment and selection practices for organizations.
  5. Can an invalid selection test be reliable? Can an unreliable selection test be valid? Explain, and provide examples of each instance to illustrate.
  6. Compare and contrast content, construct, and criterion related validity strategies? Provide an example of each approach
  7. Define, compare, contrast, and provide examples of fairness and bias as used in the context of HR selection
  8. Would the Canadian Charter of Rights and Freedoms prohibit an employer from putting in place a selection system that favoured women over men in the hiring process? Could such discrimination ever be justified under the Charter?
  9. What are the prohibited grounds of employment discrimination in Alberta, define prohibited grounds of employment discrimination?
  10. What does it mean to accommodate someone to the point of undue hardship?
  11. Why is basing hiring practices on a “gut feeling” risky business?
  12. Why is a job analysis essential to the defence of any selection process or selection system?
  13. What is the relationship of a “position” to a “job” and a “job” to a “job family”?
  14. What are the major differences between a competency-based selection system, and one developed through job analysis?
  15. What is a competency? Defend your answer
  16. If you were limited in selecting employees based on only one of the four types of performance discussed in this chapter, which one would you choose? Why?
  17. Why is it important to understand performance as part of the recruitment and selection process?
  18. Define task performance, contextual performance, adaptive behaviour, and counterproductive behaviour. Discuss the role each of these plays in developing a recruitment and selection system.
  19. List and explain each of the performances defined in Campbell’s performance taxonomy

 

What is the main objective of organizational change framework?

Many organizations use performance appraisals of employees to guide merit pay decisions. Using an organization that you are familiar with (by working there, reading about it, knowing someone who works there, etc.), describe how performance appraisals are linked with pay. Do they use a merit pay grid? See Ch. 10 in the text for an example of such a grid. What are two pros and two cons of linking pay with performance appraisals?