Executive Summary
In the modern world, managers choose among three types of control measures to improve the work flow and objective performance of the organization. The report compares and contrasts stand point of the author and other theorists on each of the three types of managerial control methods. Research findings provide evidence for consensus among theorists on the notion that feedforward control provides an active approach for balancing system dynamics. Feedforward control is applicable in the medical industry. Similarly, research results show that theorists agree on the usefulness of concurrent control methods as a reactive and theoretical approach to reduce uncertainty while improving objective performance. Concurrent control is applied to manage database systems. Lastly, the report finds that managers use feedback control to improve operations and work flow performance in the post action period and it enables managers to reduce uncertainty. Additionally, research finds that feedback control is used to stabilize problems.
Table of Contents
Executive Summary 2
Introduction 4
Control Models 4
Feedforward Control Method 4
1.1. Analysis 4
1.2. Research 5
1.3. Conclusion 5
Concurrent Control Method 5
1.4. Analysis 5
1.5. Research 5
1.6. Conclusion 6
Feedback Control Method 6
1.7. Analysis 6
1.8. Research 6
1.9. Conclusion 6
Conclusion 6
References 8
Introduction
The report serves the purpose of conducting critical evaluation and analysis of commonly used models for managerial control. In accord with the evidence collected from prior literature studies, the report performs comparative study on the three models of managerial control. The report identifies similarities and differences between the author’s standpoint and ...
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In Feedback as a gift, Friedrich discusses his points on how feedback should be viewed. The author describes feedback as a gift and if we view it that way it would change our mindsets when receiving it. On another note the article by Stone and Heen, Difficult conversations 2.0: Thanks for the feedback, the main focus is on the benefits we receive from accepting feedback and becoming a skillful receiver. The author also discusses why we as humans reject feedback calling these reactions triggers. In Max Performance Feedback, Sadri and Seto discuss the three different types of feedback. Each articles content is crucial to one’s professional development.
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A maglev system is nonlinear and its open-loop response is unstable because of the nature of the magnetic forces used. PI controllers are based on a linearized model, so they do not compensate for certain variations. These variations can occur when a magnetic bearing experiences a working load change on the rotor during operation, ...
Anthony, Robert N., and Govindarajan, Vijay. (2005) Management Control Systems. McGraw Hill Companies Inc., New York, NY (pp. 654-655)
According to the text, “Control is defined as any process that directs the activities of individuals toward achievement of organizational goals. It is how effective managers make sure things are going as planned (Bateman, pp 520, 2007).” The combination of these two concepts, leadership and control help formulate an ideology that becomes an integral part of the success or failure of any business entity. This paper will give Team D an opportunity to delve into Sears Holdings’ leadership and control mechanisms. The focal point of this paper will be to identify the current CEO of Sears Holdings, and gain insight on his background, i.e., training, education, and previous employment. To identify his style of leadership, evaluate the effectiveness of this leadership style based on Sears Holdings’ performance, and to explain the various control mechanisms used in the organization to determine the effectiveness.
I really reflected much on this question because I think the answer is not immediate. I would exclude the matrix model because of its ambiguity between the lines of management, and I believe that this model is not suitable for the changing environment we live
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Compare and contrast the management theories of Frederick Taylor, Henri Fayol, Elton Mayo, and Douglas McGregor. In what sense(s) are these theories similar and/or compatible? In what sense(s) are these theories dissimilar and/or incompatible? How would a contingency theorist reconcile the points of dissimilarity and/or incompatibility between these approaches? The twentieth century has brought in a number of management theories which have helped shape our view of management in the present business environment.
Similarly in Weber’s bureaucratic approach, organizations are divided into different echelons with each varying in its degrees of influence. Each unit being commanded by the one above it, a system that promotes stability and has a predictable line of communication. Both approaches of management rely heavily on regulated control. Whether governing task scientifically of people authoritatively. A solid form of control is mus...
The type of management system chosen also depends on and must be suited to the external environment to allow them to be successful. A...
There are three well-established theories of classical management: Taylor?s Theory of Scientific Management, Fayol?s Administrative Theory, Weber?s Theory of Bureaucracy. Although these schools, or theories, developed historical sequence, later ideas have not replaced earlier ones. Instead, each new school has tended to complement or coexist with previous ones.
Abstract- The control limits for exponentially weighted moving average (EWMA) varies with time and approaches_asymptotic limit as the time passes. The shift detection is measured by how much the process goes out of the control limits. The shift is auto corrected by using the variable chart for subgroups. The main assumption behind the Principal Component Analysis (PCA) is discussed and comparisons are made between the multivariate EWMA used in PCA to other methods of statistical control processes.
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
Jump up^ Paul Horowitz and Winfield Hill, The Art of Electronics 2nd Ed. Cambridge University Press, Cambridge, 1989 ISBN 0-521-37095-7 pg. 644 ^ Jump up to:a b Crawford 1994, pp. 9, 19 Crawford, James A. (1994), Frequency Synthesizer Design Handbook, Artech House, ISBN 0-89006-440-7 Wolaver, Dan H. (1991), Phase-Locked Loop Circuit Design, Prentice Hall, ISBN 0-13-662743-9