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

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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

Abstract

Time Frame

Strategic Control

Long Term

Managerial Control

Periodic

Operational Control Short Term

Concrete

Pattern / Type

Contents
Strategic Monitoring
Cash Flow
Profits; Competitive
Advantage
Budget; Schedule;
Rules

Unit
Corporate- Wide
Business Units;
Department
Personal

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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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

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12

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

input

process

output

PLAN

SEE

DO

Knootz & ODonnell

OS

1.
2.
3.
4.

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12

Kast & Rosenzweig

1.
2.

3.

SEE

PLAN

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DO

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
CFn
CF1
CF2
+
+ ... +
+R
2
1 + r (1 + r )
(1 + r ) n
-CF0
n
CFn
R
r WACC
NVP = CF0 +

2
VS

Incremental Budget

Bt+1=B+(1+P%)

Planning Programming Budgeting Scheduling

Zero Basic Budget

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

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12

Snodgrass & Szewczak; 1990

1.
2.

1.
2.

1.
2.
3.
4.

1.Environment
2.Size
3.Structure
(Strategy)
4.Task

Unstable
Stable
Large
Small
Flexibility
Efficiency
Routine
Non-routine

Clan Control
Bureaucratic Control
Bureaucratic Control
Clan Control
Horizontal Control
Hierarchical Structure
Bureaucratic Structure
Clan 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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Clan Control
Bureaucratic Control

12

Ratify

vt.

();

Abstract

a.

Concrete

a.

,;;

Alarming

a.

;;

Autonomy

n.

Constituencies

n.

1. [G]
2.

11

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