Lei did not like this practice and instantaneously observed this as a control problem. After examining the employee handbook which had been in effect since she and Dolman were vigorously supervising the single location, she revealed that this practice was not protected. She also recognized that several of the obligations that employees were anticipated to do and were in fact, assessed on were also not plainly addressed. Now, let speak on the bureaucratic control systems (Bateman & Snell, 2013).
According to the chapter text, control is any method that guides the actions of individuals near the accomplishment of organizational goals. Bureaucratic control is the usage of guidelines, rules, and power to guide performance and bureaucratic (or formal) control systems are intended to measure growth toward set performance objectives and, if obligatory, to apply counteractive measures to guarantee that performance accomplishes managers’ goals. Control systems notice and fix substantial discrepancies, or inconsistencies, in the outcomes of planned activities. As
Exhibit 14. 1 of the chapter texts demonstrations, a usual control system has four major steps. These steps include setting performance standards, measuring performance, comparing performance against the standards and determining deviations and taking action to correct problems and reinforce successes (Bateman & Snell, 2013). Now, let’s discuss each of the four steps in the formal control process as it relates to the scenario. Lei can apply all of the four control processes in simple ways. The performance standard can be set for attaining organizational goals.
Standards can be set on departmental stages such as sponsoring, functional, legal, etc. Performance standards are set to associate it with the authentic performance and take curative action. After setting performance standards for Sandwich Blitz, Inc. , associate it with the authentic performance. In this circumstance, the number of units created and the number of working hours reported in the time sheet can be measured. After calculating the tangible performance by employees, it must be associated with the set performance standard.
If the abnormality exists decide the cause of deviation. In this circumstance, if the number of units created is less than standard then decide the reason for deviation by enquiring administrators. After equating and determining the deviation, curative actions must be taken instantaneously by management. In this circumstance, Lei should take corrective action by immediately amending or altering the employee handbook so that this issue will not arise again. Lei needs to do research with other companies and see how their standards and practices are compared to Sandwich Blitz, Inc.
She needs to inaugurate goals for each worker and ways that offers them an incentive to o better at their job knowing there may be a pay advance or job progression in their future. Lei also needs to be sure that their time on the job is well consumed. This employee cost the company not only money but time out of her busy agenda to lever this dilemma. Lei must take some accountability as not knowing how out-of-date her employee handbook is. By setting goals for the employees she also is setting up price equivalent measures and time management which will save the corporation money in the long run.
She also needs to understand hat whatsoever standards she sets now has to relate to all workers going forward, not just the circumstance at hand. Administration needs to evaluate statistics and examine which segments of the department are on track and which are tumbling behind. They also need to compensation those who are on track or ahead of schedule and those beneath quota need to be told that they need to make quota. It is conceivable they need extra equipment or personnel to achieve this. Maybe an incentive at the end of the week will be enough to get them back on track or a bonus at quarters end if they meet quota every week.
