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Goals Congruence

Goals Congruence

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Published by Paramjit Sharma
How organisational,individual and department goals can be coordinated
How organisational,individual and department goals can be coordinated

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Categories:Topics, Art & Design
Published by: Paramjit Sharma on Nov 12, 2010
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05/03/2013

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Behavior in Organizations

Cases

Nucor Corporation B

Rendell Company

Notes on Matrix

Behavior in Organizations

MCS influence human behavior .
Good MCS influence behavior in a Goal Congruent manner and ensure that actions to achieve personal goals also help to achieve the organizational goals

Goal Congruence

Goal Congruence means that , insofar as is feasible, the goals of an organization's individual members should be consistent with the goals of the organization itself

Goal Congruence

In a Goal Congruence process, the actions people are led to take in accordance with their perceived selfinterest are also in the best interest of the organization

Informal factors that influence Goal Congruence

External Factors

Internal Factors

Informal factors that influence Goal Congruence

External Factors
‡Work Ethics ‡Attitudes ‡Loyalty ‡Pride in doing job ‡Diligence ‡Type of industry

Informal factors that influence Goal Congruence Internal Factors
Management Styles

Culture
Common beliefs Shared Values Norms of Behavior Assumptions

Attitude of CEO Attitudes of Subordinates Attitudes of Superiors

Informal Organization
Line Management Communication Relationship

Perception & Communication
Channels of Communication Conflict of Interest Information System

The Formal System
Rules

Physical Control

Manuals

System Safeguards

Task Control Systems

The Formal System
Rules
‡Formal Instructions ‡Job Descriptions ‡Standard Operating Procedures ‡Manuals ‡Guidelines ‡Prohibitions

The Formal System
Rules

Physical Control

‡Security Guards ‡Locked Showrooms ‡Vaults ‡Computer Passwords ‡Television Surveillance

The Formal System
Rules

Manuals

‡Written Instructions ‡Procedures ‡Practices

The Formal System
Rules

System Safeguards

‡ Cross Checking ‡Authorization ‡Safeguarding Assets ‡Internal Control ‡Auditing

The Formal System
Rules

Task Control Systems

‡Automation ‡Responsibilities ‡Checking ‡Reviewing ‡Reporting

Formal Control Process
Goals and Strategies

Rules

Other Information

Reward (Feedback

Strategic Planning

Budgeting

Responsibility Centre Performance

Report Actual Versus Plan

Performance Measurement

Measurement

Review

Corrective Action

Feedback Communication

Types of Organizations

1

‡ Functional Structure ‡ Business Unit Structure ‡ Matrix Structure

2

3

Functional Structure
CEO
Staff

Production Manager
Staff

Marketing Manager Staff

Manager Plant 1

Manager Plant 2

Manager Plant 3

Manager Region A

Manager Region B

Manager Region C

Business Unit Structure
CEO
Staff

Manager Business Unit A
Staff

Manager Business Unit B
Staff

Manager Business Unit C
Staff

Plant Manager

Marketing Manager

Plant Manager

Marketing Manager

Plant Manager

Marketing Manager

Matrix Organization

Functional Manager A Functional Manager B Functional Manager C

Project Manager X Project Manager y Project Manager Z

Functions of the Controller

‡Designing and operating information & Control Systems ‡Preparing FStatements and Freports ‡Preparing, Analyzing, and interpreting financial reports ‡Supervising internal auditing and accounting control ‡Developing personnel in the controller Organization

Business Unit Controller

Dotted line Relationship
Here the controller reports to BU Manager, who is immediate boss, and ultimate authority in hiring, training, transfer, compensation, promotion, and firing«

Business Unit Controller

Solid line Relationship
Here the controller reports to Corporate Controller who is also boss of the business unit controller and having authority for hiring«

Alternative Controller Relationship
Dotted Line Solid Line Corporate Controller

Corporate Controller

Business Unit Manager

Business Unit Manager

Business Unit Controller

Business Unit Controller

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