Organization Learning Outcomes
Introduction
Control systems are avenues used by organizations and especially management to gather and use information regarding different organizational resources such as human, physical and financial resources. These control systems are manipulated to enhance the behavior of these organizational resources especially during implementation of strategies. Functional control systems aid in manifestation of adequate personal behavioral patterns which include motivation which is altered by dysfunctional behaviors such as bad politics. Quality management is evaluated in the same way as control systems by application of techniques such as benchmarking. These outcomes are boosted in my personal, as well as, my professional life as various quality management skills are derived from the understanding of control systems.
Discussion
Functional and dysfunctional control systems
Functional and dysfunctional control systems are used by management to integrate data collection which entails information used in motivating employee behavior, as well as, evaluating their performance. These control systems are used by management to maintain and introduce change in the organization (Horngren, Sundem and Stratton, 2005).
An example of a functional control system is the standard operation procedure system which is used by management to systematically record all current business polices processes and procedure which will require implementation of various resources. Consequently, these procedures will give an insight into the flow of actions which have been involved from the beginning to the end of that particular chain. Thus a culture of controlled consciousness will be enacted among the process owners and participants of the project or task (Horngren, 2005).
Performance is improved by keener observation of the shortcomings of policies, processes and procedural actions such that their efficiency in subsequent periods is improved. Hence management need not spend many resources analyzing a control system as the standard operating procedure presents recommendations for each shortcoming. Similarly, motivational tasks such as advanced training opportunities for employees is used to disseminate relevant knowledge among employees in different departments hence the business operations are made more person-independent which is a step into improved performance (Anthony, 2007).
The other functional control system in an organization is the quality control which entails procedural reviewing of quality in different aspects of production. The performance and integrity criteria used to analyze management are dependent on quality control. In the human resources department, quality control is applied to ensure that hiring of employees is carried out on the basis of competence, skills, knowledge, experience and qualifications. These minimize chances of having to spend extra financial resources to conduct further training for staff thus employee performance is enhanced (Horngren, 2005).
Other qualities or personnel which are catered for by the system include taking care of integrity, confidence, team spirit and motivation. Lack of appropriate motivation or quality relationships is attributed to quality control as enhanced organizational culture increases work-related performance. Consequently, the quality control system carries out testing of products before they are released to consumers hence ensuring that the public derives positive images of the organization (Anthony, 2007).
The bureaucratic control system is an example of a dysfunctional control system which entails a stable vicious cycle that leads to poor execution of strategies such that employees are unmotivated by the events. Bureaucratic control systems create impersonal rules which are aimed at protecting those who possess higher positions in the organizations. Hence in the occurrence of a problem, decisions are made by a sub-section which will be protected from those who are being affected by the problem. Thus issues are resolved by those who have no or less knowledge regarding the problem hence low performance from employees as their needs will be impersonated by others.
Consequently, bureaucratic control systems suppress opportunities for subordinates bargaining with seniors due to enacting of boundaries which limit such contacts. This social strata brought about by bureaucracy tends to reduce the values of organizational culture which is valued highly in motivational dimensions. Similarly, due to progressive centralized decision-making strategies, parallel powers are created and in an attempt to outdo each other unhealthy competition results. Hence rather than pay more attention to laying strategies, departmental heads will be fighting with their colleagues to prove which department has more power delegations (Horngren, 2005).
Other dysfunctional behaviors in control systems which have been seen in organizations include filtering of information whereby subordinates are bound to conceal and suppress certain information knowingly from the supervisors. Reasons that are attributed to such behaviors include thoughts such as the seniors interrogating the individual or else dreams of advancing the academic level of the subordinate would be thwarted when such information is made public. Filtering is often accompanied by smoothing where employees and especially subordinates conceal, as well as, manipulates information for their own advantage. These dysfunctional consequences of control systems are attributed to one sole objective where the employee bends organizational laws and rules for their won benefits. Such selfish manipulations are detrimental to the functional control systems enacted by management (Anthony, 2007).
Criteria for developing and evaluating control systems
Evaluation of control systems have to be accurate such that the degree of reliability and factual representation is represented effectively. This calls for consistency is usage and disseminations such that upon approval by employees, management should ensure that information that is produced after implementing the system, valid results are obtained. Such reliability is attained by incorporating all employees as part of the control system hence they will be willing to supply details when requested by the evaluation team (Horngren, 2005).
A vital criteria used in developing and evaluating control systems is establishing a clear understanding of indicators of performance. Such indicators should be recent and applicable to the daily activities of the organization. This is critical as in recent years; globalization has altered the way in which performance was evaluated in the past. Currently, the profit margin does not count much in determining the performance of organizations as the public image is equally important hence a control system has to be convenient for both instances.
Consequently, when developing and evaluating control systems in an organization the financial, in addition to, non-financial performance has to be identified as well. This entails building a good rapport between the employees and management to ensure that flow of information between both parties is efficient. When such an aspect has been laid out strategies are bound to be practical and the control systems will benefit considerably from employees advice as they are more conversant with basic processes which will lead to enhanced performance. Thus capability of the control system to create a conducive communication ground for participants in an organization is a vital criterion for evaluating a system (Horngren, 2005).
The other criterion involves adoption of a system which will identify disparities in different management levels because the measures of performance and motivation d vary in different levels. This entails differentiation between performance in the subordinate level as well as the management level. Therefore, different measures are adopted for head oh quality control systems as his/her performance measure is different from that of the standard operation procedure head. The operational stage is more explicit than the quality stage which touches on almost every department of an organization. Alternatively, the control system can be classified as being specific and customized different scenarios (Anthony, 2007).
Analyzed and illustrated essentials of quality management and the techniques
Quality management and its techniques are involved in determining, as well as, maintaining quality control, quality assurance, in addition to, quality improvement. However, this concept of organizations is not limited to products or services quality as it also counts in the process involved when producing the services and goods. Hence in quality management, the procedure and final products must possess consistent high quality (Gitlow, Oppenheim, Oppenheim and Levine, 2004).
Quality management is an aspect of organizational management which entails various principles that are executed towards improving organizational performance. Among the principles used to analyze quality management is allowing leadership to hold a key position in the organization such that decisions are made by a central focus. Similarly, profound leadership leads to factual decision-making processes which foster mutual relationships among various cadres of workforce. Consequently, ensuring that organizational objectives are largely based on customers, as well as, involving people in the process consumer needs. This entails keen emphasis on procedural aspects of the organization such that production of services and goods is enhanced to the most appropriate levels which will boost organizational image in the market (Gitlow, 2004).
Benchmarking as a technique of quality management employs use of indicators such as productivity per unit of measure to compare performance between two organizations. In benchmarking best practices are used to make improvements through learning hence various procedural activities are carried out at a faster and cheaper rate (Gitlow, 2004).
During this procedure, management identifies the best firms in the field or firms which are involved in similar activities which are comparable to those in the subject firm. After the firm is established, the aims and results obtained in a specified period of time are compared before engaging in discussions which are mutual and both parties are bound to learn from each other. The learning sessions involve engaging in episodes of determining how the other party is able to attain their targets and how they lay their strategies to ensure that the set goals are achieved and the efforts of quality management that are employed (Gitlow, 2004).
Benchmarking as a continuous event of quality management involves use of best practices such that the knowledge obtained from one firm is communicated to subsequent holders of the position to enhance consistency. Consequently, learning the edging practices of other firms creates a good opportunity to develop mutual exchange of business ideas that are beneficial to both parties. Hence strategies are laid in accordance to the technique whereby key leaders and departmental heads are engaged in serious brainstorming sessions which result in improved performance (Gitlow, 2004).
In this particular organization various dimensions of benchmarking such as operational benchmark which entails comparative studies and analysis of the staffing activities to enhance quality in hiring. Similarly, productivity in flow of office work, as well as, analysis of procedures involved in the process hence the same ideas are applied in the organization. The other idea on benchmarking engages the performance aspect of products and services which are compared to those of mentor firms to analyze the position of the firm in the market (Gitlow, 2004).
Knowledge management as a technique of quality management uses a wide array of strategies and practices to identify, create, represent, distribute and enable adoption of experiences. These concepts are part of knowledge that is embodied in individuals or organizational process such that it is a continuous process (Gitlow, 2004).
Knowledge management has a great impact in the motivational efforts of an organization incorporates the acquired knowledge into development and provision of services, as well as, services. Consequently, the expertise rate is leveraged while new products are introduced subsequently as the key players are knowledgeable of the consumer’s preferences. Other concepts that are made easier by knowledge management include effective management of intellectual capital and assets exemplified by expertise thus elevated performance, in addition to, motivational moves for employees (Gitlow, 2004).
Anticipated impact on personal and professional life
Management control systems which are pivotal in attaining quality management have created a big impact on my personal life as valuable lessons involving interpersonal relationships have been established. Similarly, learning is not restricted to career boundaries as some concepts are learnt in the field from others such as the best practices of benchmarking. This deludes any further absolution from activities that will enhance employee productivity (Horngren, 2005).
The other impact of the organizational learning outcomes is an understanding of the role played by motivation in achieving organizational goals and targets. Employees in the same sense as consumers have to be satisfied and maintained as the most critical assets in any successful organization (Gitlow, 2004).
Conclusion
Functional and dysfunctional control system is antagonistic features of organizational control systems which present ideas for management to rule out necessary from unnecessary concepts. When developing and evaluating the control systems, it is important to note that the reliability of the tool is vital towards determining whether quality management techniques are employed effectively. Consequently, the learning outcome has proved valuable to participants as new concepts were learnt.
References
Anthony, R. and Govindarajan, V. (2007), Management Control Systems, Chicago, Mc-Graw-Hill IRWIN
Gitlow, H.S. Oppenheim, R. Oppenheim, A. and Levine, D. (2004), Quality Management 3rd. ed. McGraw-Hill/Irwin
Horngren, C., Sundem, G. and Stratton, W., (2005). Introduction to Management Accounting, New Jersey, Pearson.
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