组织文化与同侪控制.PPT

8.5 組織變革-5 標竿學習 在特定的向度上，比較公司績效與卓越組織績效的過程。 8-* 8.6 創業家精神、控制與變革-1 創業家 留意機會並負責動員組織資源，以提供新穎的、改良的產品與服務的人。 8.6 創業家精神、控制與變革-2 內部創業家 在現有的組織中留意改善產品與服務的機會，並負責管理開發過程的人。 8.6 創業家精神、控制與變革-3 創業家精神 運用資源、掌握機會，並向顧客提供新的或改良的產品與服務。 創業家成功 創業家必須雇用管理者來建立作業與控制系統，才能讓新事業生存與成長。 8-* * A control system contains the measures that allow managers to assess how efficiently the organization is producing goods and services Without a control system in place, managers have no idea how well their organization is performing and how its performance can be improved * * * Establish standards, goals, or targets against which performance is to be evaluated Standards must be consistent with the organization’s strategy Measure actual performance Managers can measure outputs resulting from worker behavior or they can measure the behavior themselves. Compare actual performance against chosen standards Managers must decide if performance actually deviates, often, several problems combine creating low performance Evaluate the result and initiate corrective action if the situation is not being achieved Standards have been set too high or too low. Workers may need additional training or equipment. This step is often hard since the environment is constantly changing. * * * Organizational Goals Each division within the firm is given specific goals that must be met in order to attain overall organizational goals. * * Managers are evaluated by how well they meet goals for controlling costs, generating revenues, or maximizing profits while staying within their budgets. * * * Specific goals are set at each level of the firm. Goal setting is participatory with manager and worker Periodic reviews of subordinates’ progress toward goals are held (pay raises and promotions are tied to goal attainment). Teams are also measured in this way with goals and performance measured for the team. * Rules and SOPs tell the worker what to do (standardized actions) so outcomes are predictable. There is still a need for