Control Mechanisms

Control Mechanisms

Executive Summary

February 1, 2006

The control mechanism for Raytheon Missile Systems and TUSD Food Services is bureaucratic while Pima Medical Institute has culture control. A control is any process that directs the activities of individuals toward the achievement of organizational goals. The basic bureaucratic control system standards employed at Raytheon and TUSD means that they set standards, measure results, compare results to standards and take corrective action for negative deviation and reward for positive results. The culture control system employed at Pima Medical is control through the development of an internal system of values and norms.

At Raytheon Missile Systems the standards are set for a specific number of missiles to be manufactured each day. The measure is taken to determine how many were actually completed. The results are compared to the standard that was set. The results are evaluated, if not met, a determination is made as to the reason. Results are adjusted to meet the norm depending on the determination. This method is appropriate for Raytheon Missile Systems.

At TUSD Food Services the standard is set by determining how many lunches are required each day. The measure is taken depending on the number leftover. The measure is compared with the standard number set. A determination is made for deviation and the norm adjusted if necessary. This method is appropriate for TUSD Food Services.

At Pima Medical Institute employees accept the norms and values of it's owners as their own and work within those boundaries. Strong culture control helps workers to stay focused on the organization and enhances its performance. This method is appropriate for PMI.

The positive reactions to bureaucratic control at Raytheon are outcomes are predictable, tasks are certain and workers are independent. Negatives, ironically, are predictable outcomes and certain tasks.

At TUSD Food Services positive reactions include predictable outcomes, tasks are certain and independent workers. Negative reactions include inflexibility and red tape.

At PMI positive cultural reactions are employees empowered to make decisions and "no one best way". Negative reactions include unclear direction from management.