Four Steps for Control
Four Steps for Control Control is vital for good health in any company. Lack of properly implemented control systems leads to internal problems and “frequently cause irreparable damage to organizations” (Batman & Snell, 2011, pp. 296). According to the Sandwich Blitz scenario, Lei has discovered that a team supervisor had allowed an associate to report hours not actually worked, thus receiving pay for time not yet earned. This act is considered time theft, and any type of theft should face corrective measures. The dilemma that Lei is facing is, this practice is not covered in the Sandwich Blitz employee handbook. With there being an absence of policies pertaining to this practice, it is difficult to put fault and know what procedures should be used for correction.
“Bureaucratic control is the use of rules, standards, regulations, hierarchy, and legitimate authority to guide performance” (Bateman & Snell, 2011, pp. 296). In my opinion, this is exactly the type of control system needed. In order to prevent the practice of misreporting hours from happening again, Dalman and Lei must establish and implement a feedforward control system pertaining to this particular issue. According to our text, Management, every control system has four steps, which include: 1. Setting performance standards 2. Measuring performance 3. Comparing performance against the standards and determining deviations 4. Taking action to correct problems and reinforce successes
(Bateman & Snell, 2011, pp. 297). Dalman and Lei must apply the current issue of misreporting hours to each of these steps, put the results in writing, publish it in the Sandwich Blitz employee handbook, and insure that each employee receives a copy, reads, and understands the information. Then they must make sure that it is properly implemented. In the following, I will talk about how Dalman and Lei can apply the four-step process to address this problem. The first step when addressing this
“Bureaucratic control is the use of rules, standards, regulations, hierarchy, and legitimate authority to guide performance” (Bateman & Snell, 2011, pp. 296). In my opinion, this is exactly the type of control system needed. In order to prevent the practice of misreporting hours from happening again, Dalman and Lei must establish and implement a feedforward control system pertaining to this particular issue. According to our text, Management, every control system has four steps, which include: 1. Setting performance standards 2. Measuring performance 3. Comparing performance against the standards and determining deviations 4. Taking action to correct problems and reinforce successes
(Bateman & Snell, 2011, pp. 297). Dalman and Lei must apply the current issue of misreporting hours to each of these steps, put the results in writing, publish it in the Sandwich Blitz employee handbook, and insure that each employee receives a copy, reads, and understands the information. Then they must make sure that it is properly implemented. In the following, I will talk about how Dalman and Lei can apply the four-step process to address this problem. The first step when addressing this