Bureaucratic control system There are four steps to a bureaucratic control system; setting standards, measuring, comparing, and taking action (Management (M Starts Here series–soft cover), 2013, p. 328).
Lei can apply these four steps to solving the problem of employees reporting hours that were not worked. Creating a bureaucratic control system will also allow her to prevent other such occurrences. Performance Standards Every organization as goals: profit, customer satisfaction, efficiency and more.
This in mind, Lei needs to update the Sandwich Blitz employee handbook and clearly state the expectations of all employees as well as Sandwich Blitz’s’ goals. Lei must also clearly state the punishments that will be implemented and enforced with the new expectations. She could do this on a department level. Such as, financing, legal, human resources, and the like. This would be beneficial due to each department having their own goals and process. Lei could also do this on a hierarchal standing, or “rank”.
This would allow her to clearly state the expectation differences between managers and general employees. Measuring Performance1 Next, Lei needs to measure the performance of the employees after the updated handbook has been implemented. In this case, she should closely monitor the time sheets. If there is any reoccurring “miss punches” punishments should be handed out accordingly to each offending employee. This process should be continued, though it should not require constantly devoted monitoring as in the beginning. Comparing Performances
The Essay on Effectiveness of Airasia’s Performance Measurement System
We could see that this system used by AirAsia is successful as they have been doing really well and improving since year 2001 from first airline in the world to introduce mobile booking, to be a public listed company on the Malaysia Stocks Exchange (Bursa Malaysia), after having on 22 November 2004. In line with its growth and expansion plans, AirAsia has secured a 175 aircraft commitment with ...
After clearly measuring performances, past and present performances needs to be compared. Measured performances should be consistent with expected performances. If there is a deviation, the cause of the deviation should be determined. Large deviations need to be confronted while smaller deviations may be allowed to “slide”. Large and small deviations are determined by each individual organization and its goal and purpose. For example, Lei detected a deviation in the time sheet, this would be considered a large deviation requiring investigating.
Upon investigating, it was found that an employee has reported false hours. This also brought to her attention the handbooks inability to confront these mistakes. Taking Action Lastly, Lei needs to enforce employee expectations. The first action is to properly update and dispense the Sandwich Blitz employee handbook to better prevent the repetition of this type discrepancy. After this has been done, expectations and punishments need to be enforced. Should the discrepancy, “miss punches”, reoccur a punishment should be handed out accordingly with the Sandwich Blitz employee handbook.