trivial many and important few (i.e., the 80/20 rule). Organizing at the level of the organization involves deciding how best to departmentalize, or cluster, jobs into departments to coordinate effort effectively. Learning Objectives, know the dimensions of the (P-O-L-C) framework. Compare performance to standards. Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary. This allows management to set standards, measure performance, compare performance against the standards and look for deviations, and finally taking corrective actions to fix the errors (Bateman Snell, 2009, p576). Two traditional control techniques are budget and performance audits. Managers at all levels engage in the managerial function of controlling to some degree. Effective controlling requires the existence of plans, since planning provides the necessary performance standards or objectives.
Figure.7 The P-O-L-C Framework, planning. Control Mechanisms of Starbucks, mGT/330, december 10, 2012, control Mechanisms of Starbucks. A managers primary challenge is to solve problems creatively. Personality research and studies of job attitudes provide important information as to how managers can most effectively lead subordinates. Referenes m, px (accessed October 15, 2008). The success of Starbucks is shared through incentive and benefit programs (Starbucks Coffee Company, 2007) for employees, based on the companys philosophy. Studies of communication provide direction as to how managers can effectively and persuasively communicate. However, experience has shown that it is possible for jobs to become too narrow and specialized. For example, HUI Manufacturing, a custom sheet metal fabricator, has done away with traditional departments to focus on listening and responding to customer needs. Planners must then identify alternative courses of action for achieving objectives.
Control Function of Management Within Starbucks