Developing and Implementing Operating and Management Systems

‭ eveloping and implementing operating and management systems for‬ D ‭(sufficiently) manageable processes‬ ‭The previous sections discussed which control instruments are available for the‬ ‭management and control of processes and what the role of the various employees‬ ‭in the organization is. How the management and control of a process can take‬ ‭shape has not yet been explained. Management and control can also be regarded‬ ‭as a process in itself (the governing process). This process must also be‬ ‭implemented. The following four steps can be used to design and implement‬ ‭management and control processes and the desired control instruments.‬ ‭-‬ P ‭ lan‬ ‭This includes planning activities and formulating objectives/standards for the‬ ‭processes to be controlled and the control instruments to be used. The‬ ‭outcomes of the strategy formulation process (mission, critical success factors,‬ ‭goals and objectives) form the guiding framework. Strategy and policy are‬ ‭translated at the operational level into concrete objectives and methods of‬ ‭realization. All things considered, planning is part of a design process.‬ ‭-‬ ‭Set up and implement‬ ‭ or the organizational management process, this primarily means introducing the mix‬ F ‭of management and control measures and instruments and determining the‬ ‭intervention options/control variables per process. As part of this, the measuring points‬ ‭and measuring instruments must be determined and introduced.‬ ‭-‬ ‭To carry out‬ ‭ his step of the planning and control cycle includes carrying out the planned activities‬ T ‭and measuring the achieved performance of the executed processes as well as‬ ‭comparing the achievement with the standard/objective. The latter is also referred to as‬ ‭performance management. The aim is to measure both the performance of‬ ‭management and the contribution of the process to the corporate objectives.‬ ‭-‬ ‭Evaluate and adjust‬ ‭ his step involves evaluating performance, process and objective/standard. Evaluation of‬ T ‭the result is primarily comparing it with the standard or objective. An objective assessment‬ ‭of the performance therefore also requires insight into the circumstances under which the‬ ‭performance was delivered. This also amounts to an evaluation of the standards. The‬ ‭evaluation therefore provides insight into the degree of deviation from the set standard and‬ ‭the cause thereof and thus forms the input for the choice of suitable management‬ ‭m easures.‬ ‭ eveloping and implementing operating and management systems for processes that‬ D ‭cannot be fully controlled‬ ‭ ot all processes are fully manageable. Otley and Berry have defined four conditions‬ N ‭that a‬ ‭process must meet if it is to be fully manageable for the manager. This concerns‬ ‭the following conditions:‬ ‭1.‬‭There are unambiguous objectives;‬ ‭2.‬‭The result of the process is measurable in terms of the objective(s);‬ ‭3.‬‭The process consists of:‬ ‭a.‬‭Repetitive activities;‬ ‭b.‬‭T he effects of interventions on the process are known in advance.‬ ‭4.‬‭The possibility of adjustment is available.‬ ‭I‬‭n practice, all these conditions are almost never‬ ‭met. There are alternative forms of management and control for less manageable processes.‬ ‭In this context, Hofstede distinguishes the following forms of control and control (control‬ ‭types):‬ ‭1.‬‭Routine control.‬ ‭2.‬‭Trial and error control.‬ ‭ .‬‭Intuitive control.‬ 3 ‭4.‬‭Judgmental control.‬ ‭5.‬‭Political control.‬ ‭ he table below shows the role of management information in relation to these questions. A‬ T ‭link has been made to the previously recognized forms of management and control.‬ ‭ ow uncertainty regarding‬ L ‭the‬ ‭goals‬ ‭ ittle uncertainty about‬ L ‭the transformation‬ ‭functions‬ ‭ lot of uncertainty about‬ A ‭the transformation‬ ‭functions‬ ‭ igh uncertainty regarding‬ H ‭the‬ ‭goals‬ ‭ ational decision-making‬ R ‭through calculation:‬ ‭m anagement information‬ ‭as a steering‬ ‭m echanism.‬ ‭ ecision making through‬ D ‭c ompromise:‬ ‭Control types: 1, 2 and 3‬ ‭Control type: 6‬ ‭management information as a‬ ‭dialogue mechanism.‬ ‭ ecision making through‬ ‭Decision making through‬ D ‭assessment:‬ ‭inspiration:‬ ‭ anagement information as a‬ m ‭learning mechanism.‬ ‭ anagement information as‬ m ‭an idea mechanism‬ ‭Control types: 4 and 5‬ ‭Control type: 6‬