Title: Controlling

Length: 4:45

Synopsis: Representatives of six organizations talk about control processes. Control is the process of monitoring, comparing, and correcting work performance. The examples concentrate on personnel management issues.

Classroom Application: In the introduction, the narrator defines control as the process of monitoring, comparing, and correcting work performance. Managers look for performance gaps and areas for improvement. Eight speakers from six organizations talk about their control processes. How well do the examples fit the definition? For example, is Sarah Bellamy, a manager at Zifty.com, talking about control?

Some of the representatives seem to take a tougher, command-and-control approach to monitoring performance. Ed LaVache, owner of Boston Boxing, and Jesse Sariñana, manager of Triple Rock Brewery, are examples. Contrast that with the approaches of Carol Collard and Wanda Rainey-Reed at CaringWorks and of Adrian Cavlan of Sound in Motion. These latter organization seem to be more focused on creating the conditions for positive reinforcement.

Perhaps the first interview with Vice-President Matt Chapman is the most unusual. Start a discussion about the appropriateness of HomestarRunner.com's focus on coolness and fun. Is this a secret way to business success?

Discussion Questions:

1. Evaluate Sarah Bellamy's comments about Zifty.com. Did she talk about control?

Answer: Sarah talked about responding to suggestions from customers for a monthly membership club and for a rewards program. This is more marketing and planning than it is an example of control.

2.As a manger, will your approach to control be more like that at Boston Boxing or that at CaringWorks?

Answer: Ed LaVache, owner of Boston Boxing, does not hesitate to replace employees who are not focused on his mission statement, goals, and the success of his business. President Carol Collard of CaringWorks talked about the carefulness of the hiring process and proudly pointed out their staff retention rate of 80 percent. Students will vary in which approach they prefer. The best answers will understand that different methodologies should be used in different situations.

3.Evaluate Vice-President Matt Chapman's description of control at HomestarRunner.com.

Answer: Matt said that his company establishes performance standards by what their friends and company staff think is cool. Matt asked, "Is it as cool and funny as what we were doing five years ago?" If so, then HomestarRunner.com will keep doing performing to that standard. This is much more subjective and casual than most control processes. Perhaps it is a suitable approach for an online company.

Quiz:

  1. Managers must monitor whether goals that were established during planning have actually been accomplished ______.
  1. efficiently, but not effectively
  2. efficiently and effectively
  3. neither efficiently nor effectively
  4. effectively, but not efficiently

Answer: b

Explanation: Performance must be both efficient and effective.

  1. Vice-President Matt Chapman believes that a key to HomestarRunner.com's success is ______.
  1. "exceeding profit targets"
  2. "achieving an 80 percent retention rate"
  3. "being true to ourselves"
  4. "reading employees' minds"

Answer: c

Explanation: Matt said focusing on what is cool seemed like a key thing to people noticing the website in the first place and to the company being successful. Therefore, HomestarRunner.com should continue "being true to ourselves."

  1. Ed LaVache, owner of Boston Boxing, said that he cannot replace the ______, but he can replace the ______.
  1. trainers; customer
  2. customer; trainers
  3. customer; owner
  4. vendors; trainers

Answer: b

Explanation: Ed cannot replace the customer, but he can replace the trainers who are not focuses on the success of his business.

  1. According to CaringWorks President Carol Collard, the organization's staff retention rate is ______percent.
  1. greater than 80
  2. under 5
  3. exactly 50
  4. less than 80

Answer: a

Explanation: Because of a careful hiring process and an emphasis on promotion from within, CaringWorks' staff retention rate exceeds 80 percent.

  1. Triple Rock Brewery's Jesse Sariñana said that a manager is responsible for _____.
  1. reading employees' minds
  2. nothing; employees can take care of themselves
  3. keeping expectations secret
  4. clearly outlining what the policy standards are

Answer: d

Explanation: One can hope that telling employees the mission statement and performance expectations is sufficient. But people cannot read minds; so, the manager is responsible for clearly outlining what the policy standards are so that people know what their jobs are and aren't.