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Importance of Control Function
on Management
Dr. Bagus Nurcahyo
Program Studi Manajemen PemasaranDirektorat Program D3 Bisnis & Kewirausahaan
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Critical link back to planning
No control often sidetracks a good plan
Facilitates goal achievement
Are objectives being met? If not, WHYnot?
Makes delegation easier/better
Provides feedback on performance of delegatedauthority
Opportunity for delegation over-ride
Trust, but verifyportion of management
Importance of Control
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Feedforward Control Prevents anticipated problems
Built in at the start (or before)
Concurrent Control
Occurs while activity in progress Ensures standards being met; Correct before they
become too costly
Often built into new technology
Feedback Control Control after action has occurred
Good feedback on effectiveness of planning
Most popular Easiest???
Three Basic Types of Control
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Personality Traits
Developed from inborn tendencies and ourenvironment
Nature AND Nurture
Six traits impact interpersonal relations and jobperformance:
Extroversion
Agreeableness
Conscientiousness Emotional Stability (Neuroticism)
Openness to Experience
Self Monitoring of Behavior- How we are seen
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Personality Types - Background
Everyone has a preferred mode of operation withinthe four categories:
Where we get our energy for life
Extroverted or Introverted How we see reality (Take in information)
Sensing or iNtuition
How we judge that reality (Make decisions) Thinking or Feeling
Our orientation with world on day-to-day basis
Judging or Perceiving
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Extraversion vs. Introversion
Extroverts (E) - energy from external sources People and things
Think out loud
Empowered by others; Sense of connectedness Introverts (I) - energy from internal world
Ideas and concepts
Wait to speak until ideas fully formulated Spatiality
What is said, not how much
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Gathering Information
Sensation (S) type individuals Prefer routine and order
Search for concrete details (Specific and exact)
Prefer to work with established facts Intuitive (N) type individuals
Overall perspectiveBig Picture
Generalities and approximations Rely on intuition
Dislike routine
Look for abstract possibilities from info gathered
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Feeling (F) type individuals: Based on personal, subjective value systems
Act on what they believe to be right
May adapt to others wishes (Approval) or avoidissues that may cause disagreement
Thinking (T) type individuals:
Rely on logic and objective considerations Downplay emotion in problem solving anddecision-making
Logical, rational, impartial
Evaluating Information
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Judging vs. Perceiving
Judging (J)
More comfortable with scheduled, structuredenvironment
Neat, orderly, and settled Organized and purposeful
Perceiving (P) More comfortable with open, casual environment
Flexible and diverse
AdaptabilityPlay it by ear
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The Paul Principle
Gradual obsolescence of leaders as they lose touchw/organization they lead
Become too conservative (Risk-averse)
Resist innovation and change (Stagnation) Fail to take advantage of technological
breakthroughs (Comfortable)
Find answers for problems from their youth
Cant teach an old dog new tricks
Antidotes?
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Websters:
A mental image
Physical sensation interpreted in the light of
experience Process people use to make sense of their
environment
XO says:Abiasthat can affect the way in which we process
information
Frequently leads to an incorrect deduction
Perception
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Why Important?
Plays a powerful role in relationships withsuperiors, peers, and subordinates
You will be judged and often judge others onthe perception of intentions and effectiveness
Normally based on:
Limited observation Incomplete information
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Aspects of Perception
Fundamental Attribution Error:
Tendency to overestimate the dispositional causesof behavior and downplay the environmental factors
in others behavior
Self-Serving Bias:
Blame external attributions for failure(environment/situation)
Internal attributions (Intelligence/charisma)responsible for success
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Aspects of Perception
Actor/Observer Difference:
People observingan action are much more likelythan the actor to make the fundamental attribution
error
Self-Fulfilling Prophecy:
Expectations or predictions play a causal role inbringing about the events we predict (ForcedEventuality/Scenario Fulfillment)
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Non-Verbal Communication
Messages sent through actions and behaviorsrather than words
Not what you say, but how you say it
75-90% of our info is from non-verbal
communication Message behind the message? (Emotion)
Physical appearance
Facial expressions/Eye contact Body language
Aggressive, defensive, disconnected, relaxed
Proxemics
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How important is it?
93% of emotional impact
Message breakdown
Verbal (Spoken words) 10%
Vocal (Pitch, tone, timbre) 30%
Body Language 60%
Non-Verbal Communication
What happens when words andactions contradict?
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Become aware
Dont contradict words w/body language
Know facial expressions Benefits of smile/head nod
Direct your eye contact
Gesturing with purpose Note personal/cultural differences
Using Non-verbal Advantageously
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Listening Barriers
Environmental
External noise/other stimuli
Internal stress/exhaustion/personalissues
Physiological
Speaking vs. Thinking Rate
Ailment loss of hearing/flu
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Listening Barriers(CONT)
Psychological
Selective Listening
Negative Listening Attitudes
Personal Reactions
Words have meanings
Buzz words
Poor Motivation Lack of preparation
Goals help you focus
C i ti & th F
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Communication & the FourManagement Functions
Planning: Gather information Write memos, letters, reports Meet to formulate plans
Organizing: Gather info about state of organization Communicate new structure
Directing:
Communicate plan and strategy (How and Why) Motivate employees
Controlling: Feedback; How are we doing?
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Assertiveness
Stand up for your rights in a way thatrecognizes the rights of others to do the same.
Differs from two other means of dealing with
conflict:Acquiescence Back down easily when challenged
Aggression Achieve aims by attacking or hurtingothers.
Assertiveness achieves aims by directcommunication in an open, fair andpositive manner.
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Assertiveness
Take responsibility for what you say and do.
Be clear about what you want.
Speak up for what you need.
Learn to say no. Exhibit positive inner dialogue.
Be persistent.
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Constructive Feedback
Feedback should be helpful. (Positive ornegative)
Be specific. Focus on behaviors.
Be descriptive. Stick to the facts. Be timely.
Be flexible. May have to wait for a better timeto give the feedback.
Give both positive and negative feedback.
Avoid blame and embarrassment.
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Moral Leadership
What is moral leadership?
Distinguishing right from wrong AND doingwhats right
Having the courage to take an unpopular stand
Placing others/organization ahead of oneself
Why important?
People want honest and trustworthy leaders
All leaders face ethical dilemmas
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Levels of Moral Development
Pre-conventionalLevel
ConventionalLevel
PrincipledLevel
Individuals seekexternal rewards
Obey authority toavoid consequences
Motivated solely byself interest
Take what you can get
Leadership tends to beautocratic towardothers; Aimed atpersonal advancement
People conform tobehavioral expectations
of groupRules, norms, and
values of the group arefollowed
If honesty is the rule,
people will be honest If dishonesty is therule, people will bedishonest
Leaders guided byinternalized set of
principles (Universalright or wrong)
Leaders may disobeyrules/laws that violateuniversal principles
Internalized valuesmore important thatothers expectations
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Direct and controlsubordinates
Efficiency and Stability paramount Power, purpose, and privilege reside with top
management
Emphasizes tight top-down control,standardization, and specialization
Followers given a routine and controlled along withmachines and materials
Management by impersonal measurement andanalysis
Authoritarian Management
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Encourages participation and suggestions
Uses teamwork, but mindset remains
paternalistic: Top leaders determine purpose/goals, make
final decisions, and decide rewards
Leaders still responsible for outcome
No real distribution of power and authority
Participative Management
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Stewardship
Employees empoweredto make decisions
Control over how they do their jobs
Localize decisions/power to those closest to work
Tap into energy and commitment of followers
Leaders accountable to others as well as to the organization
Partnership assumption
Joint responsibility/accountability
Facilitate vice control followers. Guide without dominating. Recognize and reward the value of labor rewards tied tosuccess of the organization
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Servant Leadership
Transcend self-interest to:
Serve the needs of others
Help others grow and develop Provide opportunities for others to gain
Belief making others better makes the
whole organization/group better