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Case Patagonia

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1 INLEDNING
I det här fallet uppdrag kommer vi att analysera de olika kontroller av Patagonien Inc. och utvärdera för- och nackdelar med varje område av kontroll utifrån kursboken. Strukturen för detta uppdrag är sådan att i det första kapitlet, är kontrollerna av Patagonia Inc. i varje område av ledningens kontroll före arbetsbok processen utvärderas. Det andra kapitlet är en analys av arbetsbok processen som ett kontrollverktyg. I det tredje kapitlet problemen i arbetsbok processen diskuteras mer i detalj.
1.1 Analys av resultaten, action och människor kontroller av företaget
Patagonia Inc. hade genomfört olika kontroller i sin verksamhet från alla tre områden av ledningens kontroll. Distinkt former av resultatkontroll kunde ses på det sätt anställda kompenseras för sitt arbete. Varje anställd hade individuella årliga mål MBO-typ och ordnade utvärderade sina underordnade prestationer och utifrån det, gav dem löneökningar från en höjning pool. Dessa exempel representerar enkla och effektiva sätt att belöna de anställda för goda resultat, men kontrollerna verkade sakna styrbarhet och begriplighet. Till exempel i 1997 en bonus pool av $ 80.000 höjde oro bland anställda i bolaget eftersom det inte fanns någon riktig kunskap om önskat resultat och om hur man kan påverka de önskade resultaten. Dessutom var resultatet kontroller mäts subjektivt av chefer och överordnade, vilket kan leda till en snedvriden utfall.
Action kontroller i Patagonia Inc. ingår femåriga miljömål för varje avdelning som övervakas av chefer i avsevärd detalj. Detta skulle kunna ses som en förutlösning översyn, eftersom de anställdas agerande styrdes enligt företagets miljömål. Bolagets beteende begränsningar ingår administrativa hinder i vägen att tänka centraliserades med endast det översta ledningen djupt involverad i det, men företaget verkade sakna tydliga fysiska begränsningar och organisationsstrukturen var mycket platt helt. De anställda i bolaget var ansvariga för sina handlingar i termer av miljöprogrammet. Goda handlingar definierades, var definitionen av programmet klart för de anställda och deras prestationer spårades i detalj.
Personal kontroller i bolaget var till synes problematisk. Urvalet och placeringen av de anställda kan ha gjort alltför impulsivt av ansvarig chef och utbildning av medarbetare till en viss uppgift inte var tillräcklig nog. Det var inte överraskande att bolagets ekonomiska problem under 1991 tvingade Patagonia att anställa några mer professionella förvaltare. Många problem i bolaget kan därmed tolkas som orsaken till oprofessionellt anställda och dåligt jobb utformning. Om rekryteringsprocessen, utbildning och jobb designen gjordes på ett sätt som varje anställd visste vad som förväntades av dem och om det var säkerställt att anställda motiverade och kvalificerade för vissa jobb, många problem hade kunnat undvikas.
1.2 Analys av arbetsbok som ett kontrollverktyg
Den arbetsbok Processen växte fram ur den tidigare nämnda missnöje mot budgetprocessen. Den arbetsbok process som krävs: 1) gör varje avdelnings och företagets plan synlig för alla anställda, 2) gör månatliga avdelning och företagens finansiella och operativa rapporter synliga för alla anställda, och 3) att investera betydande tid och resurser för att utbilda den ekonomiska förvaltningen till anställda. Patagonia chefer hoppas att arbetsbok processen först skulle hjälpa anställda att förstå sin roll bättre. För det andra, att de anställda skulle uppmuntras att vidta andra grupper mål i beaktande i sin planering. Slutligen, att medarbetarna skulle känna att de har kontroll över sitt eget öde. Alla dessa mål uppnåddes, mer eller mindre.
Workbook som ett kontrollverktyg hade många positiva effekter. Även om vissa anställda inte uppskattar den nya processen, de flesta reaktioner arbetsbok var fortfarande gynnsam. Bland annat hjälpte arbetsbok de anställda att förstå sina jobb bättre och det skapade ett allmänt intresse för bolagets verksamhet. Enligt en manager (McAlexander), den arbetsbok processen möjligen gjort folk bryr sig mer om sina jobb. Den arbetsbok hjälpte också företaget att uppnå sina mål. McAlexander sa: "Förra året nådde vi alla våra mål."
Dock hade arbetsbok Processen fortfarande vissa brister som orsakade viss organisatorisk ineffektivitet. Först av allt, de finansiella siffrorna för företaget var fortfarande ganska otillgängliga för de anställda eftersom de var färdiga ibland till och med 60 dagar efter den månad var slut. Också inkluderade projektet massor av pappersarbete och var mycket tidskrävande. Man kan säga att det var en komplicerad process som skulle kunna ses som ett "slöseri med tid och resurser". Även om arbetsbok Process ökade mängden förvaltningskontroller i sällskap fanns inte mycket kvar av människors kontroller. Särskilt i utbildning få problem uppstått; människor som var ansvarig för finansiell planering förstod inte riktigt alla nödvändiga begrepp, vilket ledde till inkonsekvens. Också speciellt månadsprognoser var ofta felaktiga.
Det fanns problem i arbetstagarnas medverkan också. Särskilt i den avdelning där prefekter inte tror på Process deltagandet var ganska dålig. Totalt uppskattades att ungefär bara 2/3 av prefekt begicks till Process. Några röster fick höra att det är bara svårt att genomföra ett antal orienterad process för kreativa människor som inte gillar formella ledningsstrukturer. I den andra sidan, vissa chefer ansåg att fallet var mer av attitydproblem än höger eller vänster hjärn fråga.
Det var också märkt att vissa prestation av objekt var svåra att uppskatta. Till exempel var det mycket svårt att bedöma genomförandet av målet "Minska mängden filer här och off-site" (miljöfokus mål för den juridiska arbetsgrupp). Det fanns också oklarhet om rätt mängd mål som skall fastställas och vilka är de viktigaste. Det var också oklart om de anställda fick tillräckligt incitament, och resultaten kontrolleras tillräckligt för att motivera de anställda att uppnå arbetsbok Processens mål. Slutligen fanns det en oro tidslinje av planering; bör det vara ett år eller ännu mer?
Action kontroller är standard uppsättning åtgärder för personal förbereder investeringsförslag, affärsplaner, och motiveringar för att anställa nya människor. Patagonia saknade dessa kontroller innan. Den arbetsbok Processen tvingat chefer att planera sina budgetar mer exakt, dvs budgetering blev mer kontrollerad process.
1.3 Diskussion av orsakerna till problemen i arbetsbok processen från ett managementperspektiv
Enligt Merchant och Van der Stede (2007), utforma styrsystem startar från två grundläggande frågor: 1) vad önskas och 2) vad som kommer att hända. Patagonia chefer hade tydliga mål vad de ville uppnå med arbetsbok Processen, dvs de hade identifierat nyckelåtgärderna. Men baserat på tidigare analyser, kan vi hävda att de ansvariga för Patagonia inte förbereda sig för "vad som troligen kommer att hända" scenario. Du behöver inte vara en guide för att veta vad som kommer att hända om du driva nya stränga numeriska mål för de anställda som har haft många år från ett "fritt att göra vad de vill" kultur.
En av anledningarna till att arbetsbok processen inte lyckas var att en tredjedel av de prefekter inte tog processen på allvar. När prefekter kör arbetsbok möte bara för att de måste, är det mycket osannolikt att någon produktiva resultat föds. Patagonia tidigare organisationskultur kan vara förklaringen till detta fenomen.
Ett annat problem i arbetsbok Processen var att vissa chefer misslyckats med att leverera de finansiella siffrorna i tid. Detta var förmodligen eftersom vissa chefer hade en brist på motivation mot denna nya process. Enligt Merchant och Van der Stede (2007) bok, från folket kontroller, bara val och byte av personal, vilket skapar en stark kultur och gruppbaserade belöningar kan övervinna denna brist på motivation. Utbildnings chefer till bättre avtal med siffrorna ökar inte motivationen, det är åtminstone vad Merchant och Van der Stede hävdar (2007).
I slutändan är det viktigt att hålla fokus på de inblandade, eftersom folket avgöra framgången för styrsystemet (Merchant & Van der Stede 2007). Som det nämndes tidigare, en tredjedel av cheferna var ovilliga att delta i den processen. Det tar bara en dålig apple att förstöra hela grödan.…...

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