管理学,罗宾斯,9版,英文Robbins14.pptVIP

* The importance of control as a managerial function cannot be overstated. Two control issues that managers face today are cross-cultural differences and workplace concerns. Workplace concerns include technology usage, employee theft, and workplace violence. * The differences among organizational control systems in global organizations are found primarily in the measurement and corrective action steps of the control process. In a global corporation, for instance, managers of foreign operations tend not to be closely controlled by the home office, which in turn often relies on extensive, formal reports for control. The global company may also use information technology to control work activities. Organizations in technologically advanced nations use indirect control devices—particularly computer-based reports and analyses—in addition to standardized rules and direct supervision to ensure that activities are going as planned. In less technologically advanced countries, direct supervision and highly centralized decision making are the basic means of control. Managers in foreign countries may have constraints on what corrective action they can take because laws in some countries do not allow managers the option of closing facilities, laying off employees, or bringing in a new management team from outside the country. Another challenge global companies face when collecting data is comparability. For instance, a company’s manufacturing facility in Mexico might produce the same products as a facility in Scotland, but the Mexican facility might be more labor intensive than its counterpart to take advantage of lower labor costs in Mexico. If top-level executives were to control costs by calculating labor costs per unit or output per worker, the figures would not be comparable. * Today’s workplaces present considerable control challenges for managers. From monitoring employees’ computer usage at work to protecting the workplace against violence, managers need contro