Managing Quality and Performance

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CHAPTER 13

MANAGING QUALITY AND PERFORMANCECHAPTER OUTLINE

I. What Is Your Attitude Toward Organizational Regulation and Control?II. The Meaning of ControlA. Choosing Standards and MeasuresB. The Balanced ScorecardIII. Feedback Control ModelA. Steps of Feedback ControlB. Application to BudgetingIV. Financial ControlA. Financial StatementsB. Financial Analysis: Interpreting the NumbersV. The Changing Philosophy of ControlA. Hierarchical versus Decentralized ApproachesB. Open-Book ManagementVI. New Manager Self-Test: What Is Your Control Approach?VII. Total Quality ManagementA. TQM TechniquesB. TQM Success FactorsVIII. Trends in Quality and Financial ControlA. International Quality StandardsB. New Financial Control Systems

ANNOTATED LEARNING OBJECTIVES

After studying this chapter, students should be able to:1.

 Define organizational control and explain why it is a key management function.

Organizational control is defined as the systematic process through which managers regulateorganizational activities to make them consistent with the expectations established in plans,targets, and standards of performance. Control, especially quality control, is an issue facingevery manager in every organization today.Control is a key management function because it is the mechanism managers use to steer theorganization toward its objectives. Organizational control is a process of ensuring thatobjectives are met and that resources are allocated in the best way to achieve those objectives.2.

 Explain the benefits of using the balanced scorecard to track performance and control of theorganization.

The balanced scorecard is a comprehensive management control system that balances traditionalfinancial measures with operational measures relating to a company’s critical success factors. A

 Managing Quality and Performance

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