12

` Controlling

Koontz &ODonnell
Organizing Overseeing or Monitoring
Ratifying or Correcting Deviation

1.
2.Delegating

1.
1 Strategic Point 2
Stakeholders
ConceptStakeholders Job Satisfaction Corporate Value Customers
Service Welfare
2. Richman & Farmer
1 2
3 4
3.
1 Unidirectional 2 Bidirectional
3 Multidirectional
1

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12

1. 2.

3.
1. 2.

1. 2. 3.

4.
1 2 3

1. 2. 3. 12 4.

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12

Pattern / Type Time Frame Contents Unit Abstract

H
M

Concrete
L

NOTE Strategic Control

Input Process Output

Post Control; feedback Control

Correct Deviation and Problem After They
Happened / Real Time/Current Time/Concurrent Control
Correct Deviation and Problem When They Happen
Pre-Control/ Forward Control
Anticipate Problems Before They Happen Alarming System
CASEPERT //
- William Ouchi
Market
1.
1Exchange Relationship 2Prices
3

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Strategic Control Long Term Strategic Monitoring
Cash Flow
Managerial Control Periodic

Operational Control Short Term Budget; Schedule;

Rules
Profits; Competitive Advantage
Corporate- Wide
Business Units; Department
Personal

12

3Specified Output 4Semi-Autonomy

2.Coordination Bureaucratic
1.
1Hierarchy 2Rules & Regulation 3Routine Decision Making
4Identifiable-task Elements 2.Compliance
Clam
1.
1Culture 2Shared Value 3Belief / Trust 4Social
Norms & Personal Commitment 2.Commitment
4

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12

Daft & Macintosh 1998
1. 2. 3. 4.
Concept

PLAN
SEE
input process output DO

Knootz & ODonnell

OS
5

1. 2.
3. 4.

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$$
$

12

Kast & Rosenzweig

PLAN

1. 2. SEE 3.

DO

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_>

12

Richman & Farmer 1975
Relevant
Over Control -

Reliability

Friendly

Size
1. 2.
1. 2.
1.Y 2.X

1. 2.
1. 2.
7

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12

Robbins

1.12
2.

Input, Process, Output input

process 3. Strategic Constituencies

Stakeholders

/
1. Material Requirement Planning; MRPERP 2.
Manufacture Resource Planning; MRP II 3. Maintenance Control 4. 5.
Quality Control 6. CPM; PERT
Marketing Control; Phillip Kotler
1. Annual Plan Control 2. Profitability
Control 3. Marketing Audit

1.Likert human Resource Accounting; HRA 2.

160 2 3
3. 4.

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12

1.
1Capital Budgetting
A B IRR C NPV ConceptNet
Present value MethodNVP0 NVP0
NVP
+=
CF 0
9 CF
11+
r
+
)1( CF +
r
22

++ ...
CF n )1( +
r
n

+
R
-CF
0

n CF
n

R r WACC
2 VS
Incremental Budget Planning Programming Budgeting
Scheduling

 B
t+1

=B+(1+P%) Zero Basic Budget

2.
1 2 3 BEA
3.
1 2
4.
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12

Snodgrass & Szewczak; 1990

1. 1. 2. 2.
1. 2. 3. 4.

1.Environment
Unstable Stable Clan Control
Bureaucratic Control Large Bureaucratic Control

1.Function R&DClan Control

Routine DepartmentBureaucratic Control 2.Level High
LowBureaucratic Control
1.EnvironmentPrice Competition 2.SizeOnly Size 3.StructureProduct Structure
4.TaskOutput That can be Priced

10

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2.Size
Small Clan Control
3.Structure
Flexibility Horizontal Control Clan Control (Strategy) Efficiency Hierarchical Structure
Bureaucratic Control
4.Task
Routine Bureaucratic Structure Non-routine Clan Control