Professional Documents
Culture Documents
Mr. A. D. Kulkarni
Course Objective:
1. Objectives 8. Responsibility
2. Specialization 9. Authority
1.Feed-forward control
Feed-Forward-control / preliminary / preventive control, attempt to
identify & prevent deviations in the standards before they occur.
focus on human, material, and financial resources within the
organization.
For example, if employee’s performance is needed to be up to certain
standards in the organization; the organization should identify and hire
(by means of tests & screening devices) people having required job skills
only.
2.Feedback control
Feedback controls involve reviewing information to determine whether
performance meets established standards.
For example, suppose an organization establishes a goal of increasing its profit by
12 percent next year. Than, it must monitor & obtain the monthly increased profit
by 1%.
3.Concurrent control
Concurrent controls monitor ongoing employee activity to ensure consistency with
quality standards.
It focuses on the transformation process to ensure that it is functioning properly.
These controls rely on performance standards, rules & regulations for guiding
employee for tasks & behaviors.
Devices to check quality of products by ‘manufacturing operations’ of the company
or Employees monitoring the measurements of standards & making a correction are
the examples of ‘concurrent control’.
Motivating
The Human Relations Movement Pyramid
1.Threat of unionization: Business managers adopt ‘morale-boosting human
relations techniques’ as a union-avoidance tactic.
2.Philosophy of industrial humanism: Emotional factors are more important
determinant of productive efficiency than physical & logical factors.
Motivating performance is better than demanding it. Cooperation, a spirit of
unity, and self-control are the keys to productivity. Employee are energetic
creative individuals achieving great things if given right opportunity.
3.Hawthorne studies: The productivity is less affected by changes in work
conditions than by the attitudes of the workers themselves. The relationships
between members of a work group and between workers & their supervisors is
more significant.
The Operational Approach
LIMITATIONS:
Social “needs” of workers overlooked, Many studies weren’t very scientific, Loss of
self-control alienated workers ( Unfriendly/ Hostile / Withdrawn / Unresponsive/
Isolate/ Dissociate emotionally), Group dynamics were ignored.
Lessons from the Operational Approach
•Elton Mayo
Believed emotional factors were more important determinants of productive
efficiency than physical and logical factors.
Outcomes of Elton Mayo’s Study
Improves efficiency, Improves factor Income (income derived from selling the
services of factors of production i.e. inputs to the production process),
Improves finance, Gains from Migrations.
Globalization increases the problems of unemployment
Domestic Industries finds difficulty in survival.
Only group of people who participate in the process of Globalization will be
benefited, this creates income inequality within the country
Control on domestic economy becomes more difficult
Developing country suffers from the problem of brain-drain.