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MindMap Gallery Partial control theory of organizational management

Partial control theory of organizational management

This is a partial control theory mind map about organizational management, including control latitude, control levers, etc. Hope this helps!

Edited at 2023-11-14 11:37:23

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Partial control theory of organizational management

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control

control latitude

focus on results

Way

Follow people

Pay attention to things

choose

be careful

The core is not to focus on what to control, but to avoid mismatches at specific points in time and specific control links.

how to choose

The more clearly the goal is stated, the more emphasis must be placed on stewardship, the more emphasis must be placed on feedback in terms of timing, and the more emphasis must be placed on micro-control in terms of control methods.

Pay attention to management

The more unclear the goal is, the more important it is to control the process of things, and the more emphasis must be placed on managing people. For such a situation, the more emphasis must be placed on feedforward in terms of time, and the more emphasis must be placed on macroeconomic control in terms of control methods.

Pay attention to managing people

time latitude

Control activities are divided by time

Feedforward control

Occurrence time period

before work activities

Purpose

Prevent problems from happening

Synchronous control

Occurrence time period

During work activities

Purpose

Reduce the probability of improper behavior and correct problems in a timely manner

Take precautions before they happen

feedback control

mending the situation before it is too late

Occurrence time period

After a problem occurs

Purpose

In order to improve and correct all aspects of investment, process and goals, etc.

Case

Prevent warehouse custodians from stealing items by controlling activity time sections

Feedforward control

Before hiring custodians, conduct a careful examination of their past experience and even screen them by designing necessary screening mechanisms.

Synchronous control

This includes allowing them to learn relevant management systems, understand the organization’s anti-theft capabilities to create a deterrent, or supervise through technical means to reduce or avoid theft.

feedback control

By checking the inventory quantity and strengthening inventory management, we can find problems, improve the system in a timely manner, and reward and punish relevant personnel to achieve this.

Feedforward control

Feedforward management of key managers is very important

Although family members are low-level, they still have great power in the company, which is essentially a feed-forward control mechanism.

The so-called: use your relatives without using your skills

Management style latitude

Classification

microscopic meaning

Pay attention to microscopic processes and indicators

Macroscopic significance

Focus on direction and strategy in a macro sense

choose

At the top of the organization, feedforward management is relatively important, and more time should be spent on recruiting and motivating people, while concurrent control is relatively less important, and feedback management is very important. Corresponding to this, it is to carry out strategic control and judge heroes based on success or failure.

The control method emphasizes delegating power and managing people rather than managing things.

At the grassroots level of the organization, especially at the grassroots level of large companies, since the overall management method of the organization is plan management and indicator management, and the number of people in the organization is particularly large, the standard for companies to judge things is whether performance has been achieved, and all employees are treated equally when encountering problems. Just handle it according to the rules. In such an organization, grassroots employees are often managed very concretely and microscopically.

In terms of control methods, managing things is more important than managing people.

control lever

Control lever system logic diagram

control lever system

belief control system

lowest level control

The lowest level of belief control is the personal trust in a certain leader. Because of trust in this person, he will believe in the value of the cause advocated by this person and may arouse a sense of significance in this matter. Then, on the basis of all this, everyone will share something called values

Leaders helping employees shape their beliefs is an important means of implementing belief control

Common characteristics of great ideas

They are not selfish, but serve others

They are not just for short-term goals, but have long-term value

This concept, and the work guided by it, are not radical, but are like spring breeze and rain, and can directly reach people's hearts.

The goal of building a belief control system

border control system

Low level control

Employee Code of Conduct

Compliance issues

Establish awareness of norms and red lines

Indicator control system

core control

Prerequisites for indicator control

timeliness

Solution

Management control information construction

accuracy

Solution

Make the organization aware of red lines

To act as a deterrent to those below

red line

Accounts consistent

When you go out to do business, you need to know clearly how much you spent and how you spent it, and your financial accounts must be done in accordance with the rules.

The accounts match the facts

Is what is recorded in the accounts consistent with what actually happened?

Accounts match

The key and basis for enterprises to rely on performance indicators for management and control

Starting from all aspects and clues at the lowest level, such as physical objects, actions, records, etc., to achieve a high degree of consistency with the real content reflected in the financial control system, only then can the indicator control system be established, and only then can the control logic in the water temperature adjustment model be established.

interactive control system

What to do when abnormal conditions occur in indicator control

two questions

In the face of high performance, we must be suspicious in time

To put high pressure on subordinates, you must understand the logic of stress management

high pressure management model

cause

Many companies do not have strong strategic management and plan management capabilities, and their budget systems cannot be established on a very credible basis. At this time, they will set performance goals at completely unreasonable heights.

underlying logic

Hope to use high indicators to bring out all the potential of the team

Adverse consequences

Leave

first reaction

Cheating

Second reaction

fake

third reaction

short term behavior

Preparation before choosing

I have to keep testing to see if the pressure is too much.

Prevent lower-level fraud

Provide necessary resource support to subordinates

Combining motivation and control