BnR-Peng.Manajemen-Chap-101 Importance of Control Function on Management Dr. Bagus Nurcahyo Program...

BnR-Peng.Manajemen-Chap-10 1

Importance of Control Function on Management

Dr. Bagus Nurcahyo

Program Studi Manajemen PemasaranDirektorat Program D3 Bisnis & Kewirausahaan


• Critical link back to planning– No control often sidetracks a good plan

• Facilitates goal achievement– Are objectives being met?– If not, WHY not?

• Makes delegation easier/better– Provides feedback on performance of

delegated authority•Opportunity for delegation over-ride

• Trust, but verify portion of management

Importance of Control


• 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


Personality Traits• Developed from inborn tendencies and our

environment– Nature AND Nurture

• Six traits impact interpersonal relations and job performance:– Extroversion– Agreeableness– Conscientiousness– Emotional Stability (Neuroticism)– Openness to Experience– Self Monitoring of Behavior- How we are

seen


Personality Types - Background

• Everyone has a preferred mode of operation within the 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


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


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 perspective – “Big Picture”

•Generalities and approximations– Rely on intuition– Dislike routine– Look for abstract possibilities from info

gathered


• 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

avoid issues that may cause disagreement • Thinking (T) type individuals:

– Rely on logic and objective considerations– Downplay emotion in problem solving and

decision-making– Logical, rational, impartial

Evaluating InformationEvaluating Information


Judging vs. Perceiving

• Judging (J)– More comfortable with scheduled,

structured environment– Neat, orderly, and settled– Organized and purposeful

• Perceiving (P)– More comfortable with open, casual

environment– Flexible and diverse– Adaptability – “Play it by ear”


The Paul Principle

• Gradual obsolescence of leaders as they lose touch w/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• Can’t teach an old dog new tricks• Antidotes?


• Webster’s:– “A mental image”– “Physical sensation interpreted in the light of

experience”– “Process people use to make sense of their

environment”• XO says:

– A biasbias that can affect the way in which we process information

– Frequently leads to an incorrect deduction

Perception


Why Important?

• Plays a powerful role in relationships with superiors, peers, and subordinates

• You will be judged and often judge others on the perception of intentions and effectiveness

• Normally based on:– Limited observation– Incomplete information


Aspects of Perception

• Fundamental Attribution Error:– Tendency to overestimate the dispositional

causes of 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


Aspects of Perception

• Actor/Observer Difference:– People observing an action are much more

likely than the actor to make the fundamental attribution error

• Self-Fulfilling Prophecy:– Expectations or predictions play a causal role

in bringing about the events we predict (Forced Eventuality/Scenario Fulfillment)


Non-Verbal Communication• Messages sent through actions and

behaviors rather 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)(Emotion)– Physical appearance– Facial expressions/Eye contact– Body language

•Aggressive, defensive, disconnected, relaxed

– Proxemics


• 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 and What happens when words and actions contradict?actions contradict?


• Become aware• Don’t 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


Listening Barriers

• Environmental– External – noise/other stimuli– Internal – stress/exhaustion/personal

issues• Physiological

– Speaking vs. Thinking Rate– Ailment – loss of hearing/flu


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


Communication & the Four Management 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?”


Assertiveness

• Stand up for your rights in a way that recognizes 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

hurting others.

Assertiveness achieves aims by direct communication in an open, fair and positive manner.


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.


Constructive Feedback

• Feedback should be helpful. (Positive or negative)

• Be specific. Focus on behaviors.• Be descriptive. Stick to the facts.• Be timely. • Be flexible. May have to wait for a better

time to give the feedback.• Give both positive and negative

feedback.• Avoid blame and embarrassment.


Moral Leadership

• What is moral leadership?– Distinguishing right from wrong AND doing

what’s 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


Levels of Moral DevelopmentLevels of Moral Development

Pre-Pre-conventional conventional

LevelLevel

ConventionalConventionalLevelLevel

PrincipledPrincipled

LevelLevel

Individuals seek external rewards

Obey authority to avoid consequences

Motivated solely by self interest

Take what you can get

Leadership tends to be autocratic toward others; Aimed at personal advancement

People conform to behavioral expectations of group Rules, norms, and

values of the group are followed

If honesty is the rule, people will be honest If dishonesty is the rule, people will be dishonest

Leaders guided by internalized set of principles (Universal right or wrong) Leaders may

disobey rules/laws that violate universal principles

Internalized values more important that others’ expectations


• Direct and control subordinates• 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

with machines and materials• Management by impersonal measurement and

analysis

Authoritarian Management


• 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


Stewardship

• Employees empowered to 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 to success of the organization


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

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