Goals Congruence

  • View
    1.415

  • Download
    3

Embed Size (px)

DESCRIPTION

How organisational,individual and department goals can be coordinated

Transcript

Behavior in Organizations

Cases

Nucor Corporation B

Rendell Company

Notes on Matrix

Behavior in Organizations

MCS influence human behavior .Good MCS influence behavior in a Goal Congruent manner and ensure that actions to achieve personal goals also help to achieve the organizational goals

Goal Congruence

Goal Congruence means that , insofar as is feasible, the goals of an organization's individual members should be consistent with the goals of the organization itself

Goal Congruence

In a Goal Congruence process, the actions people are led to take in accordance with their perceived selfinterest are also in the best interest of the organization

Informal factors that influence Goal Congruence

External Factors

Internal Factors

Informal factors that influence Goal Congruence

External FactorsWork Ethics Attitudes Loyalty Pride in doing job Diligence Type of industry

Informal factors that influence Goal Congruence Internal FactorsManagement Styles

CultureCommon beliefs Shared Values Norms of Behavior Assumptions

Attitude of CEO Attitudes of Subordinates Attitudes of Superiors

Informal OrganizationLine Management Communication Relationship

Perception & CommunicationChannels of Communication Conflict of Interest Information System

The Formal SystemRules

Physical Control

Manuals

System Safeguards

Task Control Systems

The Formal SystemRulesFormal Instructions Job Descriptions Standard Operating Procedures Manuals Guidelines Prohibitions

The Formal SystemRules

Physical Control

Security Guards Locked Showrooms Vaults Computer Passwords Television Surveillance

The Formal SystemRules

Manuals

Written Instructions Procedures Practices

The Formal SystemRules

System Safeguards

Cross Checking Authorization Safeguarding Assets Internal Control Auditing

The Formal SystemRules

Task Control Systems

Automation Responsibilities Checking Reviewing Reporting

Formal Control ProcessGoals and Strategies

Rules

Other Information

Reward (Feedback

Strategic Planning

Budgeting

Responsibility Centre Performance

Report Actual Versus Plan

Performance Measurement

Measurement

Review

Corrective Action

Feedback Communication

Types of Organizations

1

Functional Structure Business Unit Structure Matrix Structure

2

3

Functional StructureCEOStaff

Production ManagerStaff

Marketing Manager Staff

Manager Plant 1

Manager Plant 2

Manager Plant 3

Manager Region A

Manager Region B

Manager Region C

Business Unit StructureCEOStaff

Manager Business Unit AStaff

Manager Business Unit BStaff

Manager Business Unit CStaff

Plant Manager

Marketing Manager

Plant Manager

Marketing Manager

Plant Manager

Marketing Manager

Matrix Organization

Functional Manager A Functional Manager B Functional Manager C

Project Manager X Project Manager y Project Manager Z

Functions of the Controller

Designing and operating information & Control Systems Preparing FStatements and Freports Preparing, Analyzing, and interpreting financial reports Supervising internal auditing and accounting control Developing personnel in the controller Organization

Business Unit Controller

Dotted line RelationshipHere the controller reports to BU Manager, who is immediate boss, and ultimate authority in hiring, training, transfer, compensation, promotion, and firing

Business Unit Controller

Solid line RelationshipHere the controller reports to Corporate Controller who is also boss of the business unit controller and having authority for hiring

Alternative Controller RelationshipDotted Line Solid Line Corporate Controller

Corporate Controller

Business Unit Manager

Business Unit Manager

Business Unit Controller

Business Unit Controller