1、,8,Controlling 控制,1 concept of control 控制的概念 2 types of control 控制的類(lèi)型 3 control process 控制的過(guò)程 4 Org. key-point control 組織控制的焦點(diǎn) 5 Goal setting management 目標(biāo)設(shè)定管理,Organizational Control 組織中的控制,Managers must monitor & evaluate: 管理者必須監(jiān)督和評(píng)價(jià)： Are we efficiently converting inputs into outputs? 我們是否有效地將投入轉(zhuǎn)化為

2、產(chǎn)出？ Is product quality improving? 產(chǎn)品的質(zhì)量是否提高? Are employees responsive to customers? 雇員對(duì)顧客是否負(fù)責(zé),Control Systems 控制系統(tǒng),Formal, target-setting, monitoring, evaluation and feedback systems to provide managers with information to determine if strategy and structure are working effectively and efficiently.

3、正式的目標(biāo)設(shè)定、監(jiān)控、評(píng)估和反饋系統(tǒng)給管理者提供信息，評(píng)價(jià)戰(zhàn)略和結(jié)構(gòu)的運(yùn)行是否有效果和效率。 A good control system should:良好的控制系統(tǒng)特征 Accuracy , Timeliness, 準(zhǔn)確性、適時(shí)性 Economy, Flexibility, 經(jīng)濟(jì)性、靈活性 Understandability 通俗性,Three Types of Control 三種控制類(lèi)型,Inputs 投入,Outputs 產(chǎn)出,Conversion Process 轉(zhuǎn)換過(guò)程,Feed forward Control 前期控制,Concurrent Control 同期控制,Feedba

4、ck Control 反饋控制,Feed-forward Control 前期控制,Use in the input stage of the process. 在生產(chǎn)過(guò)程的投入階段進(jìn)行的控制 Managers anticipate problems before they arise. 管理者在問(wèn)題發(fā)生之前預(yù)期到問(wèn)題的存在。 Managers can give rigorous specifications to suppliers to avoid problems in quality. 管理者可以給供應(yīng)者提供嚴(yán)格的說(shuō)明，以防范質(zhì)量問(wèn)題。,Concurrent Control 同期控制,

5、Gives immediate feedback on how inputs are converted into outputs. 在投入轉(zhuǎn)換成產(chǎn)出過(guò)程中，提供及時(shí)的反饋。 Allows managers to correct problems as they arise. 允許管理者在問(wèn)題產(chǎn)生時(shí)進(jìn)行糾正。,Feedback Control 反饋控制,Feedback: provides after the fact information managers can use in the future. 給管理者提供一些可以用于未來(lái)的事后的事實(shí)性信息。 Customer reaction t

6、o products are used to take corrective action in the future. 顧客對(duì)產(chǎn)品的反應(yīng)可以用于在未來(lái)采取正確行為,Control Process Steps,Establish standards 確立標(biāo)準(zhǔn),Measure actual performance 衡量績(jī)效,Compare actual performance 比較績(jī)效與標(biāo)準(zhǔn),Evaluate results and take corrective action 評(píng)價(jià)結(jié)果采取正確行動(dòng),1.,2.,3.,4.,Establish standards 建立標(biāo)準(zhǔn),Establish s

7、tandards, goals, or targets against which performance is to be evaluated. 確立即將評(píng)價(jià)的績(jī)效應(yīng)達(dá)到的標(biāo)準(zhǔn)、目標(biāo)。 Standards must be consistent with strategy. 標(biāo)準(zhǔn)必須與戰(zhàn)略相協(xié)調(diào)，如低成本戰(zhàn)略 常見(jiàn)的標(biāo)準(zhǔn)： 任何組織中都可使用的標(biāo)準(zhǔn)出勤率、營(yíng)業(yè)額、費(fèi)用支出標(biāo)準(zhǔn) 各組織中不同的標(biāo)準(zhǔn)工廠產(chǎn)量、政府單位小時(shí)文件或電話(huà)處理量、商場(chǎng)之顧客流量銷(xiāo)售額等,Measure actual performance 衡量實(shí)際績(jī)效,Managers can measure outputs result

8、ing from worker behavior or they can measure the behavior themselves. 管理者可以衡量員來(lái)自員工工作行為的產(chǎn)出，或由員工衡量他們自己的行為。 The more non-routine the task, the harder to measure. primary school teacher。 越是非常規(guī)工作越難衡量小學(xué)老師,Compare actual performance against chosen standards. 對(duì)實(shí)際績(jī)效和選擇的標(biāo)準(zhǔn)進(jìn)行比較。 Managers must decide if perform

9、ance actually deviates. 管理者必須判斷績(jī)效是否真的發(fā)生偏離 Pay attention to the size and direction of variation-acceptable range of variation 注意差異的大小和方向可接受的差異范圍,Compare actual performance 比較實(shí)際績(jī)效,Evaluate and Action 評(píng)價(jià)和糾正,Evaluate result and take corrective action. 評(píng)價(jià)結(jié)果并采取正確的行動(dòng) The reason of deviation: 偏離的原因 Perhaps

10、the standards have been set too high. 也許標(biāo)準(zhǔn)制定的過(guò)高 Workers may need additional training, or equipment. 工人可能需要更過(guò)的訓(xùn)練，或者是設(shè)備問(wèn)題。,Control Process,Organizational Key-point Control 控制焦點(diǎn),Material Control 物料控制 Production Control 生產(chǎn)控制 Quality Control 質(zhì)量控制,Financial Control 財(cái)務(wù)控制,Financial Statement 財(cái)務(wù)報(bào)表 Balance sh

11、eet 資產(chǎn)負(fù)債平衡表 Income statement 損益說(shuō)明書(shū) Statement of cash flows 現(xiàn)金流賬 Budget 預(yù)算 Variable Budget 可變預(yù)算 Overhead Budget 管理費(fèi)用預(yù)算,Financial Indexes 財(cái)務(wù)指數(shù),Financial Controls are objective and allow comparison to other firms. 財(cái)務(wù)控制是客觀的且在不同公司間相比較的過(guò)程。 Profit ratios利潤(rùn)率-measures how efficiently managers convert resourc

12、es into profits. Liquidity ratios流動(dòng)率 - measure how well managers protect resources to meet short term debt. Leverage ratios 財(cái)務(wù)杠桿比率- show how much debt is used to finance operations. Activity ratios 資產(chǎn)周轉(zhuǎn)率- measures how managers create value from assets,Materials Control 物料控制,Economic order quantity (

13、EOQ) 經(jīng)濟(jì)訂購(gòu)批量 Perpetual inventory control 固定庫(kù)存控制 Materials requirements planning (MRP) 物料需求計(jì)劃 Just-in-Time Inventory Control (JIT) Japanese Kan ban 及時(shí)庫(kù)存控制，日本的看板管理。,經(jīng)濟(jì)訂購(gòu)批量,通過(guò)合理的訂貨批量，使企業(yè)物資儲(chǔ)備總費(fèi)用達(dá)到最低點(diǎn),經(jīng)濟(jì)訂購(gòu)批量計(jì)算公式,計(jì)算公式 D：一定時(shí)期內(nèi)物資的預(yù)期需求量 OC：每次訂貨的費(fèi)用 V：物資的價(jià)值 CC：用百分比表示的占全部庫(kù)存物資價(jià)值的保管費(fèi)用率 VCC:單位物資的一定時(shí)間期的保管費(fèi)用 /,定期與定量庫(kù)

14、存控制,定期訂購(gòu)庫(kù)存：即訂購(gòu)的時(shí)間預(yù)先固定，每次訂購(gòu)的數(shù)量不固定，具體根據(jù)庫(kù)存的情況來(lái)決定 訂購(gòu)量=平均每日需用量（訂購(gòu)間隔+訂購(gòu)時(shí)間）+保險(xiǎn)儲(chǔ)備定額 實(shí)際庫(kù)存量 訂貨余額 定量訂購(gòu)庫(kù)存：即訂購(gòu)時(shí)間不定，而每次訂購(gòu)的數(shù)量固定不變（在加一堆保險(xiǎn)儲(chǔ)備，即成“三堆法”） 訂貨點(diǎn)量 = 平均每日需用量 訂購(gòu)時(shí)間 + 保險(xiǎn)儲(chǔ)備量 /,Production scheduling 生產(chǎn)時(shí)間組織 Sequential scheduling 順序移動(dòng) Parallel scheduling 平行移動(dòng) Sequential-parallel scheduling 平行順序移動(dòng) Network planning 網(wǎng)

15、絡(luò)計(jì)劃 CPM-Critical path methods 關(guān)鍵線(xiàn)路法 PERTProgram evaluation and review technique 計(jì)劃評(píng)審技術(shù),Production Control 生產(chǎn)控制,順序移動(dòng),每批零件在前道工序全部加工完成后，整批地移到下一工序繼續(xù)加工,平行移動(dòng),每個(gè)零件在前道工序加工完成后，立即送到下道工序加工，工序間的零件傳遞不是整批的,平行順序移動(dòng),移動(dòng)方式：順序移動(dòng)與平行移動(dòng)結(jié)合,活動(dòng)順序表/結(jié)點(diǎn)時(shí)間/活動(dòng)時(shí)間/時(shí)差計(jì)算,1,2,3,4,6,5,7,0,0,10,7,5,10,5,2,4,14,8,8,16,16,A,3,B,C,2,5,D,2,

16、I,2,E,4,G,4,F,3,J,6,K,7,H,2,Total Quality Management(TQM) 全面質(zhì)量管理 All workers 全員參與 Means to analysis 全面分析方法 All process of production 全生產(chǎn)過(guò)程 All objects 全對(duì)象,Quality Control （QC）質(zhì)量控制,*The Goal-Setting Process 目標(biāo)管理,Corporate level managers set goals for individual decisions to allow organization to achieve corporate goals.,Divisional managers set goals for each function to allow the division to achieve its goals.,Functional managers set goals for each worker to allow the function to achieve its goals.,Management by Objectives 目標(biāo)管理,Evaluates