Importance of Control Function On Management

Importance of Control Function
on Management
Dr. Bagus Nurcahyo
Program Studi Manajemen Pemasaran

Direktorat Program D3 Bisnis & Kewirausahaan
BnR-Peng.Manajemen-Chap-10 1
Importance of Control
• Critical link back to planning
– No control often sidetracks a good plan
• Facilitates goal achievement
– Are objectives being met?
– If not, WHY not?
• Makes delegation easier/better
– Provides feedback on performance of delegated
authority
• Opportunity for delegation over-ride
• Trust, but verify portion of management
Three Basic Types of Control
• Feedforward Control
– Prevents “anticipated” problems
– Built in at the start (or before)
• Concurrent Control
– Occurs while activity in progress
– Ensures standards being met; Correct before they
become too costly
– Often built into new technology
• Feedback Control
– Control after action has occurred
– Good feedback on effectiveness of planning
– Most popular Easiest???
Personality Traits
• Developed from inborn tendencies and our
environment
– Nature AND Nurture
• Six traits impact interpersonal relations and job
performance:
– Extroversion
– Agreeableness
– Conscientiousness
– Emotional Stability (Neuroticism)
– Openness to Experience
– Self MonitoringBnR-Peng.Manajemen-Chap-10
of Behavior- How we are seen 4
Personality Types - Background
• Everyone has a preferred mode of operation within

the four categories:
– Where we get our energy for life
• Extroverted or Introverted
– How we see reality (Take in information)
• Sensing or iNtuition
– How we judge that reality (Make decisions)
• Thinking or Feeling
– Our orientation with world on day-to-day basis
• Judging or Perceiving
Extraversion vs. Introversion
• Extroverts (E) - energy from external sources
– People and things
– Think out loud
– Empowered by others; Sense of connectedness
• Introverts (I) - energy from internal world
– Ideas and concepts
– Wait to speak until ideas fully formulated
– Spatiality
• “What” is said, not how much
Gathering Information
• Sensation (S) type individuals
– Prefer routine and order
– Search for concrete details (Specific and exact)
– Prefer to work with established facts
• Intuitive (N) type individuals
– Overall perspective – “Big Picture”
• Generalities and approximations
– Rely on intuition
– Dislike routine
– Look for abstract possibilities from info gathered7
BnR-Peng.Manajemen-Chap-10
Evaluating Information
• Feeling (F) type individuals:
– Based on personal, subjective value systems
– Act on what they believe to be right
– May adapt to others’ wishes (Approval) or avoid
issues that may cause disagreement
• Thinking (T) type individuals:
– Rely on logic and objective considerations
– Downplay emotion in problem solving and
decision-making
– Logical, rational, impartial
Judging vs. Perceiving
• Judging (J)
– More comfortable with scheduled, structured
environment
– Neat, orderly, and settled
– Organized and purposeful
• Perceiving (P)
– More comfortable with open, casual environment
– Flexible and diverse
– Adaptability – “Play it by ear”
The Paul Principle
• Gradual obsolescence of leaders as they lose touch
w/organization they lead
– Become too conservative (Risk-averse)
– Resist innovation and change (Stagnation)
– Fail to take advantage of technological
breakthroughs (Comfortable)
– Find answers for problems from their youth
• Can’t teach an old dog new tricks
• Antidotes?
Perception
• Webster’s:
– “A mental image”
– “Physical sensation interpreted in the light of
experience”
– “Process people use to make sense of their
environment”
• XO says:
– A bias that can affect the way in which we process
information
– Frequently leads to an incorrect deduction
Why Important?
• Plays a powerful role in relationships with

superiors, peers, and subordinates
• You will be judged and often judge others on
the perception of intentions and effectiveness
• Normally based on:
– Limited observation
– Incomplete information
Aspects of Perception
• Fundamental Attribution Error:

– Tendency to overestimate the dispositional causes
of behavior and downplay the environmental factors
in others behavior
• Self-Serving Bias:
– Blame external attributions for failure
(environment/situation)
– Internal attributions (Intelligence/charisma)
responsible for success
Aspects of Perception
• Actor/Observer Difference:
– People observing an action are much more likely
than the actor to make the fundamental attribution
error
• Self-Fulfilling Prophecy:
– Expectations or predictions play a causal role in
bringing about the events we predict (Forced
Eventuality/Scenario Fulfillment)
Non-Verbal Communication
• Messages sent through actions and behaviors
rather than words
– Not “what you say, but how you say it”
• 75-90% of our info is from non-verbal
communication
• Message behind the message? (Emotion)
– Physical appearance
– Facial expressions/Eye contact
– Body language
• Aggressive, defensive, disconnected,
relaxed
– Proxemics BnR-Peng.Manajemen-Chap-10 15
Non-Verbal Communication
• How important is it?
– 93% of emotional impact
• Message breakdown
– Verbal (Spoken words) 10%
– Vocal (Pitch, tone, timbre) 30%
– Body Language 60%
What happens when words and

actions contradict?
Using Non-verbal Advantageously
• Become aware
• Don’t contradict words w/body language
• Know facial expressions
– Benefits of smile/head nod
– Direct your eye contact
• Gesturing with purpose
• Note personal/cultural differences
Listening Barriers
• Environmental
– External – noise/other stimuli
– Internal – stress/exhaustion/personal
issues
• Physiological
– Speaking vs. Thinking Rate
– Ailment – loss of hearing/flu
Listening Barriers
(CONT)
• Psychological
– Selective Listening
– Negative Listening Attitudes
– Personal Reactions
• Words have meanings
• Buzz words
– Poor Motivation
• Lack of preparation
• Goals help you focus
Communication & the Four
Management Functions
• Planning:
– Gather information
– Write memos, letters, reports
– Meet to formulate plans
• Organizing:
– Gather info about state of organization
– Communicate new structure
• Directing:
– Communicate plan and strategy (How and Why)
– Motivate employees
• Controlling:
– Feedback; “How are we doing?”
Assertiveness
• Stand up for your rights in a way that
recognizes the rights of others to do the same.
• Differs from two other means of dealing with
conflict:
– Acquiescence – Back down easily when challenged
– Aggression – Achieve aims by attacking or hurting
others.
Assertiveness achieves aims by direct
communication in an open, fair and
positive manner.
Assertiveness
• Take responsibility for what you say and do.
• Be clear about what you want.
• Speak up for what you need.
• Learn to say no.
• Exhibit positive inner dialogue.
• Be persistent.
Constructive Feedback
• Feedback should be helpful. (Positive or
negative)
• Be specific. Focus on behaviors.
• Be descriptive. Stick to the facts.
• Be timely.
• Be flexible. May have to wait for a better time
to give the feedback.
• Give both positive and negative feedback.
• Avoid blame and embarrassment.
Moral Leadership
• What is moral leadership?

– Distinguishing right from wrong AND doing
what’s right
• Having the courage to take an unpopular stand
– Placing others/organization ahead of oneself
• Why important?
– People want honest and trustworthy leaders
– All leaders face ethical dilemmas
Levels of Moral Development
Pre-conventional Conventional Principled
Level Level Level
Individuals seek People conform to Leaders guided by
external rewards behavioral expectations internalized set of
 Obey authority to of group principles (Universal
avoid consequences Rules, norms, and right or wrong)
Motivated solely by values of the group are Leaders may disobey
self interest followed rules/laws that violate
Take what you can get  If honesty is the rule, universal principles
Leadership tends to be people will be honest  Internalized values
autocratic toward  If dishonesty is the more important that
rule, people will be others’ expectations
others; Aimed at
dishonest
personal advancement
Authoritarian Management
• Direct and control subordinates

• Efficiency and Stability paramount
– Power, purpose, and privilege reside with top
management
– Emphasizes tight top-down control,
standardization, and specialization
• Followers given a routine and controlled along with
machines and materials
• Management by impersonal measurement and
analysis
Participative Management
• Encourages participation and suggestions

• Uses teamwork, but mindset remains
paternalistic:
– Top leaders determine purpose/goals, make
final decisions, and decide rewards
– Leaders still responsible for outcome
– No real distribution of power and authority
Stewardship
• Employees empowered to make decisions
– Control over how they do their jobs
– Localize decisions/power to those closest to work
– Tap into energy and commitment of followers
• Leaders accountable to others as well as to the organization
• Partnership assumption
–Joint responsibility/accountability
• Facilitate vice control followers. Guide without dominating.
• Recognize and reward the value of labor – rewards tied to
success of the organization
Servant Leadership
• Transcend self-interest to:

– Serve the needs of others
– Help others grow and develop
– Provide opportunities for others to gain
• Belief – making others better makes the
whole organization/group better

Importance of Control Function On Management

Diunggah oleh

Informasi Dokumen

Deskripsi Asli:

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Importance of Control Function On Management

Diunggah oleh

Hak Cipta:

Format Tersedia

Importance of Control Function

Dr. Bagus Nurcahyo

Program Studi Manajemen Pemasaran

• Everyone has a preferred mode of operation within

• Plays a powerful role in relationships with

• Fundamental Attribution Error:

What happens when words and

• What is moral leadership?

• Direct and control subordinates

• Encourages participation and suggestions

• Transcend self-interest to:

Anda mungkin juga menyukai