Welcome to AB 140
Introduction to Management
Unit 6 Seminar
Controlling
Bill Okrepkie
WOkrepkie@kaplan.edu
bokrepkie@wi.rr.com
AIM - WSOkrepkie
(262) 345-5033 (h)
(605) 390-0466 ©
Agenda
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General Questions and Announcements
Review of last week’s seminar
Introduction
Four Steps of Control Systems / Q & A
The Role of Six Sigma / Q & A
Internal vs. External Audits / Q & A
Recap
Unit Assignment Clarification
Conclusion of Seminar
Review of Last Week’s Seminar
• Questions on:
-Syllabus
-AOL AIM Acct
-Grading Criteria
-Assignments
-Seminars
-Drop Box
Emails
Office Hours
Discussion Questions/Participation
Reviews
Grade Book
Doc Sharing
Did I Answer all your questions from
last week.
Unit 5 Objectives
• During this unit discussed:
1. Designate conclusions to management issues
2. Discuss the difference between managing and
leading
3. Identify aspects of employee motivation
Key Concepts
• One of the four primary functions of management.
• Combining strategy and interpersonal skills to formulate
plans and implement strategies that create positive
results.
• Similarities and differences between leading and
managing.
• Managers can increase people’s effort and
performance.
Characteristics of Admired Leaders
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Consistent over time
Honest
Forward looking
Inspiring
Competent
Intelligent
Fair-minded
Straight forward
Mature
Loyal
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Kouzes, J. and Posner, B. (2007). Leadership Challenge 4th Ed (p. 30). Jossey-Bass, San Francisco, CA.
Broad-minded
Supportive
Dependable
Cooperative
Courageous
Determined
Caring
Imaginative
Ambitious
Self-controlled
Power: Five Sources
• Legitimate Power: right and authority
• Reward Power: controls rewards
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Coercive Power: punishment control
• Referent Power: motivational
• Expert Power: One in which the leader has certain expertise or
knowledge that influences others to follow in order to gain this
knowledge or expertise.
Leadership Styles
• Visionary
- How it builds resonance – shared dreams
- Impact – most strongly positive
- When appropriate – a new vision or direction is needed
• Coaching
- How it builds resonance – person’s wants with team’s goals
- Impact – strongly positive
- When appropriate – builds long term capabilities
• Affiliative
- How it builds resonance – connects people
- Impact - positive
- When appropriate – heals rifts, helps during stressful times,
connections
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Goleman, D., Boyatzis, R., and McKee, A. (2002). Primal Leadership. Realizing the Power of Emotional
Intelligence (p. 55). Boston: Harvard Business School Press.
Leadership Styles, Cont.
• Democratic
- How it builds resonance – values people’s input
- Impact – positive
- When appropriate – build buy-in or consensus
• Pacesetting
- How it builds resonance – meets challenging goals
- Impact – often highly negative
- When appropriate – need high quality results from motivated team
• Commanding
- How it builds resonance – gives clear direction in an urgent situation
- Impact – often highly negative
- When appropriate – crisis, turnaround, problem team member
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Goleman, D., Boyatzis, R., and McKee, A. (2002). Primal Leadership. Realizing the Power of Emotional
Intelligence (p. 55). Boston: Harvard Business School Press.
Types of leaders
• Charismatic Leaders:
• Transactional Leaders:
• Transformational Leaders:
Any Questions on Unit 5
Discussion Question
• In your judgment, what is Sandwich Blitz more in need
of in this situation: a manager or a leader?
What is the difference between the two? How would you
resolve this dilemma if you were Dalman or Lei?
• Your thoughts
Assignment
• Business is going relatively well at Sandwich Blitz, Inc.
However, Dalman and Lei have noticed that an
increasing number of employees and store managers
are arriving late to work. They are wondering what they
should do.
• Referring to the textbook section on Power and
Leadership on page 203, which of the 5 sources of
power should Jack and Jenny employ to address the
problem of employee and manager tardiness at work?
Assignment Cont.
• Identify at least one source of power that Dalman and
Lei should employ to address this situation.
• Describe the characteristics of a leader who possesses
the power that you chose.
• Explain how use of this type of power could be applied
by Dalman and Lei to the situation.
• Your thoughts
Let’s talk about Controlling
Introduction
• Control is one of the four primary functions of
management.
• Control is any process that directs activities toward the
achievement of organizational goals.
• Formal Control Systems (also referred to as
Bureaucratic Control Systems) measure progress
toward organizational goals, making corrections and
adjustments as needed.
Review of the 4 steps of control
systems
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Taking action to correct problems and reinforce successes
Setting Performance Standards
Measuring Performance
Comparing performance against the standards and determining
deviations
• Taking action to correct problems and reinforce successes
Step 1 of Control Systems:
Setting performance standards
Standard - expected performance for a given goal, a
target that establishes a desired performance level;
motivates performance, and serves as a benchmark
against which actual performance is assessed
Can you think of an example of a goal and its
standard in your workplace?
Step 2 of Control Systems:
• Measuring performance
• How are performance goals measured in your
workplace?
Step 3 of Control Systems:
• Comparing performance against the standards and
determining deviations
• What methods do you or your managers use to perform
this step?
Step 4 of Control Systems:
• Taking action to correct problems and reinforce
successes
• Can you name some methods that managers use to
correct problems or reinforce successes in your
workplace?
The Control Process
Six Sigma
• What is the role of Six Sigma?
• Let’s begin by defining it. What is Six Sigma?
Six Sigma
• Six Sigma is a quality management concept that has the goal of
eliminating defects from a company’s product or service.
• It involves adjusting various aspects of and around the product or
service until it is consistently what the customers want and need.
• The term “sigma” refers to how far a product or service is from
being “perfect”, free of defects (relative to customers’ wants and
needs).
• This state of “perfection” or being as free of defects as possible is
believed to be achieved at Six Sigma.
Role of Six Sigma
• The higher the sigma number, the lower the level of
variation or defects.
• At six-sigma-level, a process is producing fewer than
3.4 defects per million (approximately 99.99966
accuracy)
Role of Six Sigma, (continued)
• For those organizations that use this tool, the
management works hard to engage the organization in
an effort to eliminate the causes of all defects in the
product or service.
• One approach that managers may use to address
defects is to place employees in work teams that focus
on finding improvements and solutions that will prevent
a certain defect from arising in the first place.
Internal and external audits
• External Audit - an evaluation conducted by one
organization, such as a CPA firm, on another
• Internal Audit - a periodic assessment of a company’s
own planning, organizing, leading, and controlling
processes
• Have you ever participated in an audit at your
workplace? What type of audit was it? What were some
of the pros and cons of the audit experience that you
noticed?
Assignment Questions and Answers
There are four graded assignments in Unit 6:
1.Review Quiz – 60 points
2.Discussion Assignment
3.Dropbox Assignment
4.Seminar Quiz
Discussion Question
• At Sandwich Blitz, Lei noticed what appeared to be a
discrepancy in the time sheet of one of the customer
associates. When she asked the unit manager about
this, she learned that the crew supervisor had allowed
the associate to “swap out” work hours against the next
time period. After checking the employee handbook
which had been in effect since she and Jack were
actively managing the units, she discovered that this
practice was not covered. She also realized that many
of the duties that employees were expected to do and
be evaluated on were also not clearly addressed in the
employee handbook.
Discussion Question Cont.
• Control is any process that directs the activities of
individuals toward the achievement of organizational
goals.
Refer to the unit readings, and in your best judgment
based on the readings, do you think that a control
system needs to be developed to address these
issues? Why or why not?
Assignment
• Lei noticed what appeared to be a discrepancy in the time sheet on
one of the customer associates. When she asked the location
manager about this, she learned that the crew supervisor had
allowed the associate to “swap out” work hours against the next
time period.
• Lei did not like this practice and immediately viewed this as a
control issue. After checking the employee handbook which had
been in effect since she and Dalman were actively managing the
single location, she discovered that this practice was not covered.
• She also realized that many of the duties that employees were
expected to do and were in fact, evaluated on were also not clearly
addressed.
Assignment Cont.
• After reading the scenario above and the textbook
section on Bureaucratic Control Systems on pages
287–289, respond to the following question:
• How can Lei apply the four step control process outlined
in the text to address this problem?
You all did great today! I can hardly
wait until next week .
Any other questions from this seminar
It looks like the hour is up. I hope this session was
valuable to you and I look forward to seeing you next
week. Have a great week and weekend.