Importance of Control Function on Management

1. Importance of Control Function on Management • Dr. Bagus Nurcahyo • Program Studi Manajemen Pemasaran • Direktorat Program D3 Bisnis & Kewirausahaan BnR-Peng.Manajemen-Chap-10

2. 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 Importance of Control BnR-Peng.Manajemen-Chap-10

3. 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??? Three Basic Types of Control BnR-Peng.Manajemen-Chap-10

4. 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 Monitoring of Behavior- How we are seen BnR-Peng.Manajemen-Chap-10

5. 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 BnR-Peng.Manajemen-Chap-10

6. 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 BnR-Peng.Manajemen-Chap-10

7. 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 gathered BnR-Peng.Manajemen-Chap-10

8. 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 Evaluating Information BnR-Peng.Manajemen-Chap-10

9. 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” BnR-Peng.Manajemen-Chap-10

10. 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? BnR-Peng.Manajemen-Chap-10

11. 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 Perception BnR-Peng.Manajemen-Chap-10

12. 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 BnR-Peng.Manajemen-Chap-10

13. 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 BnR-Peng.Manajemen-Chap-10

14. 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) BnR-Peng.Manajemen-Chap-10

15. 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

16. 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? BnR-Peng.Manajemen-Chap-10

17. 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 Using Non-verbal Advantageously BnR-Peng.Manajemen-Chap-10

18. Listening Barriers Environmental External – noise/other stimuli Internal – stress/exhaustion/personal issues Physiological Speaking vs. Thinking Rate Ailment – loss of hearing/flu BnR-Peng.Manajemen-Chap-10

19. 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 BnR-Peng.Manajemen-Chap-10

20. 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?” BnR-Peng.Manajemen-Chap-10

21. 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. BnR-Peng.Manajemen-Chap-10

22. 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. BnR-Peng.Manajemen-Chap-10

23. 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. BnR-Peng.Manajemen-Chap-10

24. 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 BnR-Peng.Manajemen-Chap-10

25. Levels of Moral Development BnR-Peng.Manajemen-Chap-10

26. 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 Authoritarian Management BnR-Peng.Manajemen-Chap-10

27. 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 Participative Management BnR-Peng.Manajemen-Chap-10

28. 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 BnR-Peng.Manajemen-Chap-10

29. 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 BnR-Peng.Manajemen-Chap-10