BMO1102 MANAGEMENT AND ORGANISATION BEHAVIOUR

Lecturer: Mr. LESLIE COHEN Student ID: 0909D3VIS001 Sub !tted B": MANIMAR#AN SASIRE$A Sub !tted D%te: 10-11-2009

CONTROLLING THE ORGANIZATION

Purpose of the topic is to explore how one organization managing its manufacturing section with the help of existing management protocols, and how its can make use of Controls bye Timing metrology to stream line one Business company Process. n ma!or type of Controls by timing there are three based on timing" first one is feed forward control, next is concurrent control and last one is feedback control. #eedforward control is rules of inputs to guarantee they meet $alues basic for the makeo$er. #or %xample, if one organization ha$e any problem in bringing up necessary facilities on time to regulate, input process in order to o$ercome this issue that time this feed forward control use by managers to regulate and control resources, &s feed forward control includes materials, finances, people, time and other important recourses and it also emphasis on pre$enting later difficulties n the producti$e process its help for smooth create. 'While Feedforward controls can significantly contribute to organizational effectiveness, they may not cover every possible option." ()ippert * )upo, +,--. /etroit 0ews, +,,1. This Concurrent control applied to transformation process sto$e. 2hich focus more in regulating ongoing acti$ities to make sure. 3anagers conform to organizational standards, concurrent control can be referred as screening or 4yes5no control, it has check points. 2here decisions are made on continuing progress which allows managers to take correcti$e action, concurrent control re6uires clearly specified company standards on how acti$ities must be conducted. '&s Concurrent control means regulating current tasks, it needs specified standards on how acti$ities must be conducted. " (7uchi * 3aguire, +,81. 9eathote, :;;<. #eedback control is order exercise later than a product or ser$ice has been finished to guarantee the final output meets organizational $alues and goals. #eedback control is use to Techni6ues organization used before to get feedback from customers and channel partners. This control gi$es records to help planning. &nd organization talks about new ways of collecting feedback from customers and channel partners to increase performance. '#or one, it is often used when feedforward and concurrent controls are infeasible or too costly. " (Bateman * =nell, :;;>.

In My Own Business:

manage small bakery, ts Called 'Best Bakery?. make specialized bread for 'Bread Talk? Company. was using Traditional methods to control and e$aluate manufacturing process. realized about the difficulties and how tackle and implement, ha$ing problem in getting row materials on time from shops and deli$ering to Bread talk. identified that ha$ing the manual processing of transistors also a ma!or drawback to my manufacturing di$ision. &fter so many le$el of analysis done on my business premises came to conclusion that if my process follow, control by timing. f follow this control can a$oid many problems and increase the manufacturing plant and impro$e my o$erall business. 2hile ensure the whole process meet company standard. 3apping process must be carefully done. it in$ol$es < stages, each stage with certain guidelines" nput 5@ Transformation process 5@ 7utputs. 2hen face problem in bringing up basic facilities on moment to control, input process in order to o$ercome this issue that time used feed forward control to control and material goods coz this feed forward control includes materials, finances, people, time and other important option and it also emphasis on pre$enting later difficulties. conform to organizational $alues, concurrent control can be referred as screening or 4yes5no control, it has check points. 2here decisions are made on continuing progress which allows take correcti$e action, concurrent control re6uires clearly specified company standards on how acti$ities must be conducted. used techni6ues organization before to get feedback from customers and channel partners. t might show that reorganization, training, impro$ed, clarifies communication, and other beha$ior related with organizing and controlling function are wanted. &nd my organization talks about new ways of collecting feedback from customers and Bread Talk to increase performance. &nd talk with my staff for collecting their feedback coz if they ha$e any good ideas can impro$e my manufacturing. f my manufacture and organization want to become a success would establish strategic control points. n type of =trategic Controls Points there are four points" Belief =ystem, Boundary =ystem, Performance 3anagement =ystem and nteracti$e 3onitoring =ystem. 2hen m communicating and reinforce about my mission with organization and to guide and control staff want to establish belief systems. Boundary systems purpose is afford limit of freedom. 2hen realize my organization was not under my control and its was took o$er freedom that time establish this strategic control, because without boundary system which reduce chance looking for beha$ior by define. n my organization this strategic control is $ery useful its called nteracti$e 3onitoring =ystem by encourage my staff to seize sudden opportunity and face the problems. This system in$ol$es all members in my organization so if face any problem in manufacturing and supply. =o this system encourage search and learn so we can get new opportunity so must establish this strategic control.

&ccording to the article ''/iscrete(time 9A#ull(information Control of =tructural =ystems with Control /elay? the control strategy is made(up to be preferred alertly according to the outside en$ironment of the system B3ahmoud, :;;;C. %ntire information control system, including both feedforward and feedback l, is positi$e at this point. too the common closed(loop feedback, controller ha$e a feedforward compensator utilizing outside excitation signals considered in actual time. 0aturally, a control using both feedback and feedforward return. 2ill be estimated to reach better than only a feedback loop, the same as information is used to produce basic control. Base on the !ournal '& management model of a companys knowledge system $ia learning control? the completion of knowledge management in organizations collides in difficulties which commonly lessen the probable settlement of such an answer. This control centered on the teaching was concei$ed in an engineering step in a bakery. t appears as a acti$e management tool of the theoretical knowledge and know(how. The knowledge that permitted the locale of this tool is natural to the manufacture of the bread. The model of control is based on a cogniti$e information system structured according to a triple mo$e toward of the organization during the actions, the actors and learning.

n #inally %ffecti$e planning and control of manufacturing operations allow businesses to get maximum success by reducing indecision at all stages of the manufacturing process. This single, one(stop supply offers an easy to understand summary of the principles and practices of manufacturing control, highlight practical approaches to and techni6ues for operations issues 6uite than academic discussions. Proper management and control of organization is $ital for long run growth of organization. &ctually managers who handle and applies these controlling processes o$er certain part of department must make sure, applied control mechanism suits properly with existing process of business.

Re&erence:
+. =hu(!un tan, /iscrete(time HA #ull(information Control of =tructural =ystems with Control /elay. Dournal of Eibration and Control 7nline #irst, published on 7ctober ::, :;;, as doi" +;.++88F+;881>G<;,+;G1:-.

:. T. 2atanabe, #eed(forward Control of a 3 37 =ystem for a )arge(size and )ightweight solation Table. Dournal of Eibration and Control 7nline #irst, published on 7ctober :;, :;;, as doi" +;.++88F+;881>G<;,+;G+>1 <. #ranHoise Barthelme(Trapp, & management model of a companys knowledge system $ia learning control .&merican Dournal of Pharmaceutical %ducation, GG B>C, <88(<-+. >. Bartol, B:;;-C controllingBPart 1C Controlling the 7rganizationBch ++C, 3anagement #oundation, & Pacific Iim #ocus :e, 3cJraw 9ill, <:,, p.p <>:(<>8. 5. Dournal of ndustrial Ielations, Control 7$er the 7rganization and Conduct of 2ork" %$idence from some &ustralian 2orkplaces Dournal of ndustrial Ielations, Eol. :1, http://jir.sagepub.com/cgi/content/abstact/25/3/301 .

Thank Kou.