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Result Controll

In: Business and Management

Submitted By kosovaa
Words 1033
Pages 5
Atlanta Home Loan

Egzon Thaqi: 1991/01/15-8070
Epost: Egzon.thaqi0001@stud.hkr.se
Lärare: Daniela Argento
Datum: 2011-11-30

Innehållsförteckning Resultat Control 3 Action Control 3 People/Culture Control 4 Orsaker varför det gick så dåligt 4 Källförteckning 6

Resultat Control
Faktorer som Albert kan göra är att efter man har identifierat målen och implementera dessa, bör man jämföra resultat rapporterna med resultat målen. Detta göra han med att han har satt upp målet att man skall uppnå ungefär 4 lånkunder per dag och per anställd. Detta leder till att om man har uppnått företagets mål, får det anställda utifrån deras utföra arbete en belöning utifrån ett belöningssystem. Deras belöningssystem är utformat med provision som den anställde får för varje kund han förvärvar (Kenneth A. Merchant & Wim A. Van der Steede 2007 ). Motsats till belöningen är klart straff och det borde Joe ha fått när han inte kom till mötet med hyresvärden eftersom detta visar bara att han har mittskött sitt arbete som delägare. Eftersom Joe fick köpa in sig som delägare och fick ett monetärt erbjudande med att han skulle få 50 % av vinsten som företaget gjord. Han fick detta pågrund av att han hade stora erfarenheter sedan innan som passade bra in på Alberts verksamhet. Men avtalet ändrades under tiden, man övergick till att han istället skulle få 100 % av vinsten av alla affärer som han avslutade (Kenneth A. Merchant & Wim A. Van der Steede 2007 p 31).
Andra resultat faktorer som har uppkommit under caset, var när Albert avskedade Joe och anställde Wilber som sin nya efterträdade när han inte var där. Hans monetära erbjudande var att han skulle ta ansvar över att hyra in och rekrytera nya anställda. I gengäld skulle han få 10 % eller 5000 dollar beroende på vilken var störst. Wilber menade också att hans handlingar skulle generar bättre resultat om han fick ta över företaget.
Action Control
Albert måste använda sig av åtgärdskontroll pågrund av att säkerställa att det anställdas agerande utfall påverkas positivt för företaget. Det Albert har gjort är att begränsa det anställdes beteende under jobbets gång. Han har gjort det svårare eller omöjligt för det anställde att göras saker som inte är under de anställdes befogenheter eller behörighet. Ett exempel på detta är bland annat lås på skrivbord, lösenord dator och förbjudit att tillträda områden där värdefulla inventarier och viktig information hålls utan Alberts tillstånd. Andra åtgärders faktorer som Albert har använt sig av är att det är han som det beslutsfattande organet i företaget och att all information går via han. Alla affärer skall bokföras och skriva in på filer och arkiveras. Detta pågrund av säkerhetsskäll och att det anställde inte skulle kunna ta med sig hem filer annars tar den anställde ansvar för sitt agerande (Kenneth A. Merchant & Wim A. Van der Steede 2007 p80). Denna händelse inträffade när Joe tog med sitt en bunt med filer med sig hem och kunde inte nås under 3 dagar. Man har också använt sig av redundans när Wilber hyrde in en ny processor som inte alls behövdes bara för att kunna utöka kapaciteten med att säkerhetskopiera det anställdas datorer och skickades via telemarknaden till Wilber och Albert som styrde (Kenneth A. Merchant & Wim A. Van der Steede 2007 p79).
People/Culture Control
Albert har använt sig av löskontroll där det anställde ansvarar själv hur och när på dagen de jobbade, oreglerade arbetstider och arbetsmiljö. Man kan säga att företaget har skapat en företagskultur där alla de anställda jobbade hemifrån och att de kunde uppnå de uppsatta målen(Kenneth A. Merchant & Wim A. Van der Steede 2007).
Rekryteringen av nya anställda har man använt sig av ”selction and placement”. Man har granskat den nya parten referenser och deras erfarenheter av branschen bara för att hitta rätt personal till rätt arbetsmiljö (Kenneth A. Merchant & Wim A. Van der Steede 2007 p84). Man har också använts sig av proaktiv att förebygga att personal skall komma försent till jobbet pågrund av den tynga trafiken, att man har låtit dem jobba hemma(Kenneth A. Merchant & Wim A. Van der Steede 2007 p 5).
Orsaker varför det gick så dåligt
Orsaken till att Alberts managment control är att han måste börja identifiera företagets mål. Han måste börja identifiera kompetensen och möjligheterna som finns inom företaget eftersom det mål som redan är satta påverkar det anställdas synsätt om vad som är viktigt inom företaget och vilka riktlinjer man bör följa. Det han också borde göra är att identifiera vilka resultat mål man har satt upp t.ex., förbättra kundnöjdheten och vilken lönsamhet man borde få i slutet av året/månanden hos de anställda. Detta kommer leda till att man kan identifiera sina mål och visa sina anställda klara och tydliga vilka riktlinjer, om vad som skall följas. Detta har Albert misslyckat med sitt företag. Andra faktorer som har påverkat företaget negativt är kommunikationen mellan Albert och de anställda. Han har försökt att ha för stor kolla på sina anställda som har hindrat att de har kunnat fullgöra deras arbete på ett effektivt sätt. Det kanske har berott på att han inte har varit närvarnade när det har utfört sitt arbete. Ledarskaps förtroende har Albert också tappat hos sina anställda och detta märktes tydligt när han försökte avskeda sina anställda men det gick inte. Organisationen har heller inte fungerat alls heller och att man har haft svårt med förtroende mellan delägarna och de anställda. Behörigheten och befogenheterna hos det anställda och delägarna har inte varit klart och tydligt och detta har lett till att man har överskridit reglarna. Därför borde Albert ha haft strikt tydliga och strikta regler och att det är lätt att ta reda på om någon av intressenterna skulle vilja veta vem som sköter vad, t.ex. bankarna som de jobbade med. Ett tydligt exempel är när polisen kom till företaget och lämnade lika snabbt eftersom Wilber var den som ägde företaget som han påpekade när de kom när han egentligen bara var en delägare och Albert var ägaren. (Kenneth A. Merchant & Wim A. Van der Steede 2007 ).

Källförteckning

Kenneth A. Merchant & Wim A. Van der Steede (2007) Management Control Systems, Performance Measurments, Evaluations and Incentives.

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