Surveillance and control in organization

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SURVE ILL ANCE AND CONTROL AT WORK

HUMAN RESOURCE MANAGEMENT I N P U B L I C S E C T O R

G M G H 5 2 1 4

PRESENT BY : SHAHRIL BUDIMAN | 810089

College of Law, Government and international Studies

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Contents

DEFINITION

OPERATIONATIONALIZATION CONCEPTS

EXAMPLES / CASE

BACKGROUND THEORY

ANALYSIS OF THEORY

EXAMPLES

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Definition of control

Control consists of verifying whether everything occurs in conformity with the plan adopted, the instructions issued, and principles established. It‘s object is to point out weaknesses and errors in order to rectify them and prevent recurrence (Fayol :1949)

Control l ing is the process of measuring performance and taking

action to ensure desired results

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The word surveillance is the French word for "watching over"; "sur" means "from above" and "veiller" means "to watch". The inverse (reciprocal) of surveillance is sousveillance

The monitoring of the behaviour, activities, or other changing information, usually of people for the purpose of influencing, managing, directing, or protecting(Lyon, David. 2007. Surveillance Studies: An Overview. Cambridge: Polity Press)

Definition of Surveillance

"Sousveillance: Inventing and Using Wearable Computing Devices...", by Steve Mann, Jason Nolan and Barry Wellman, in Surveillance & Society 1(3), 2003

Control as part of Management

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Measure Performance Take Corrective Action

ORGANIZING

CONTROLLING

LEADING

PLANNING

To create structures

To ensure results

To inspire effort

Set the direction

GOALS

MANAGEMENT FUNCTIONS

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OPERATIONALIZATION OF CONCEPTS

Output Standard Measures performance

results in terms of quantity, quality, cost, or time.

Input Standard Measures work efforts

that go into a performance task

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EXAMPLES

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According to Henri Fayol, Control of an undertaking consists of seeing that everything is

being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its object is to point out mistakes in order that they may be rectified and prevented from recurring.

According to Harold Koontz, Controlling is the measurement and correction of performance

in order to make sure that enterprise objectives and the plans devised to attain them are accomplished.

According to Stafford Beer, Management is the profession of control.

BACKGROUND OF THEORY

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BACKGROUND OF THEORY

Control begins with objectives and standards. Control measures actual performance. Control compares results with objectives and

standards. Control takes corrective action as needed. Control focuses on work inputs, throughputs, and

outputs.

Schermerhorn : 2007

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BACKGROUND OF THEORY | CONTROL SYSTEMS

Types Of Control Systems

Management By Exception Focuses attention on substantial differences

between desired and actual performanceFeedforward Controls

Ensure the right directions are set and the right resource inputs are available

Concurrent Controls Ensure the right things are being done as part of

work-flow operations Feedback Controls

Ensure that final results are up to desired standards

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BACKGROUND OF THEORY | CONTROL SYSTEMS

Types Of Control Systems

Concurrent Controls

Ensure the right things are being done as part or workflow operations

Feed Forward Controls

Ensure the right directions are set and the right resource input are available

Feedback Controls

Ensure that final results are up to desired standards

WORKINPUTS

WORK THROUGHPUTS

WORKOUTPUTS

Solve problem before occur

Solve Problem while are occurring

Solve Problem after they occur

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ANALYZE THE THEORY | ORGANIZATIONAL CONTROL SYSTEMS AND TECHNIQUES

Management By Objectives MBO (Management By Objectives)

A process of joint objective setting between superior and subordinate

PLANNING

EXCECUTION

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ANALYZE THE THEORY | CONTROL AND CONTROL SYSTEMS

Organizational Control Systems and Techniques

1

Control focuses on work inputs, throughputs, and outputs.

2

Management by objectives integrates planning and controlling

3

Employee discipline is a form of managerial control.

4

Quality control is a foundation for Total Quality Management.

6

Breakeven analysis shows where revenues will equal costs.

5

Purchasing and inventory controls help save costs.

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John F. love : Mc’Donald’s Behind the Arches , Ray Kroc & Robert Anderson, Grinding It Out : The Making of Mc’Donald’s

The Company (Mc’Donald’s) require that hamburger bread suppliersproduce to exact specifications

Feed Forward Control - Example

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Managers Allow to Quickly spot andCorrect any problems in the manufacturing cycle(Direct Supervision)Gregg Segal’ “Hyundai Smokes the Competition,” Financial Times (January, 2010)

Concurrent Controls - Example

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Feed Back Controls - ExampleSelling Must Go on at the same time, studied and solutions also implemented (Toyota Executives)

Helping Ensure the safety of our customers and restoring confidence in Toyota are very important to our company

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References

Fayol, Henri. 1949. General and Industrial Management. New York: Pitman Publishing. pp. 107–109

Love, J. F. (1986). McDonald's: behind the arches. Toronto: Bantam Books.

Lyon, D. (2007). Surveillance studies: An overview. Cambridge, UK: Polity.

Kroc, R., Kroc, R., Anderson, R., & Anderson, R. (1977). Grinding it out: the making of McDonald's. Chicago: H. Regnery.

Robbins, S. P., & Cenzo, D. A. (2008).Fundamentals of Management (6. ed.). Boston, Mass.: Pearson.

Schermerhorn, J. R. (2011). Introduction to management (11th ed.). Hoboken, N.J.: Wiley.

Schermerhorn, J. R. (2007). Exploring management: In modules. Princeton, NJ: Recording for the Blind & Dyslexic.

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The foundation of control is

Information(Henry Schacht, Former CEO of

Cummins Engine Company)

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Thank you for your attention

Prepared by : SHAHRIL BUDIMAN“Control and surveillance at work”

| 810089shahril2204@gmail.com