In your best judgment, do you think that a control system needs to be developed to address these issues?
What are the steps involved in setting up and implementing a control system?
Explain your answer by including your views and information from the assigned chapter reading material on control systems.
When she asked the unit manager about this, she learned that the team supervisor had allowed the associate to report hours not actually worked in this pay period, thus receiving pay for time not yet earned. After checking the employee handbook, which had been in effect since she and Dalman were actively managing the units, she discovered that this practice was not covered. She also realized that many of the duties that employees were expected to do and be evaluated on were also not clearly addressed in the employee handbook.
In this scenario, the team supervisor and employee were essentially stealing from the company. If a control system was properly implemented they would have had an ongoing monitoring process that limits discrepancies. A control system consists of three base steps, they are:
establishing standards
measuring performances by the standards
correcting deviations from standards
Dalman and Lei need to establish performance standards for all of the employees at the Sandwich Blitz organization. This provides a clear vision of what the owners want from employees and is demonstrated by the Bureaucratic control theory, which combines three stages of control action. Dalman and Lei have failed at Feedforward control, which is the establishment of expectations through policies, orientation, handbooks, and training. The next step is where Concurrent control occurs and this is the point where supervision, monitoring, and adapting for solutions should take place. Finally, Feedback control assesses compliance issues and corrects deviations from standards, in real time. Deviation from good practice is where Lei finds herself this time, however since the business partners failed in planning the control system, she is unable to use coercive power to uphold the best interest of her company.
Bateman, T. S. & Snell, S. A. (2013). Management. McGraw-Hill/Irwin. New York, NY.

Bureaucratic Control Sandwich Blitz
Laura McFarland
MT140-01: Prof. Gilchrist
Kaplan University

Dalman and Lei are in trouble again, this time they find themselves in a Feedback control situation. Essentially means the company has not planned well and they now must look back over the landscape to find issue and solutions. The first mistake the two business owners made was neglecting to monitor and control, to effectively establish a production process.
A Control System has four control steps, Setting performance standards, Measuring performance, Comparing performance and Taking action to correct problems and reinforcement.
Dalman and Lei can apply all the four control process in the following ways:
The first thing they may do is establishing performance standards. This consists of setting goals in areas of profitability, innovative strategy, as well as customer and job satisfaction. Setting a standard level of expectation on these performances set targets for productivity and motivations. Setting performance standards help achieve organizational and departmental goals to follow the next steps in this process, namely: compare the performances and solutions.
The next step is controlling the process. Controlling is seen in areas of performance that impact the way company activities are recorded. For instance, inventory, production count, absentee/late employees, and more are areas of control. Simply put, this is the performance data taken from reports and observation. In this situation they might measure production versus the amount of reported working hours.
The third method that Dalman and Lei should use is evaluation and comparing the levels of standards. Lei and Dalman should write and establish a section of the employee handbook to touch on the issue of staffing and misreported hours. Understanding when it is acceptable to get off track from a set standard and where expectations are stricter is an important element in dealing with the grey areas of a business. Comparing actual performance against the set standards and then finding the deviations will shed light onto the problem at hand. At this phase in controlling Dalman and Lei may use Management by exception principle. This is the managerial practice when a significant deviation is present. The idea is that if Dalman and Lei want their records to reflect accurate reports, important decision can