LOGO SURVEILLANCE AND CONTROL AT WORK HUMAN RESOURCE MANAGEMENT IN PUBLICSECTOR GMGH 5214 PRESENT BY : SHAHRIL BUDIMAN | 810089 ollege of Law, Government and international Studies
Surveillance and control in organization
Nov 12, 2014
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LOGO
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
Contents
DEFINITION
OPERATIONATIONALIZATION CONCEPTS
EXAMPLES / CASE
BACKGROUND THEORY
ANALYSIS OF THEORY
EXAMPLES
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
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
Measure Performance Take Corrective Action
ORGANIZING
CONTROLLING
LEADING
PLANNING
To create structures
To ensure results
To inspire effort
Set the direction
GOALS
MANAGEMENT FUNCTIONS
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
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
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
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
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
Sch
erm
erh
orn
: 2
01
1
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
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.
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
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
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
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.
The foundation of control is
Information(Henry Schacht, Former CEO of
Cummins Engine Company)
Thank you for your attention
Prepared by : SHAHRIL BUDIMAN“Control and surveillance at work”
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