Four-Step Control Process - Assignment Example

This paper will address how Lei can apply the four-step control process delineated in the text to address the issue of misreporting hours. The four-step processes described in the Bureaucratic Control System are as follows: Setting performance standards,
measuring performance, comparing the standards against performance, and taking action to reinforce successes and correct problems (Bateman & Snell, 2009).

Step 1: Setting performance standards - All organizations have objectives or standard practices that they execute to get the craved results for their association. Guidelines are a level of execution that an association anticipates from their employees to perform the organization's objectives. Some of these objectives are for gainfulness, fulfillment of clients and workers, advancement, working exercises, funds, et cetera. These are focused on A standard is the level of expected execution for a given objective. So Lei needs to redesign and afterward inform all employees of the new standards that are normal and the disciplinary activities that will take after in the event that they don't go along.

Step 2: Measuring Performance- After the attainment of these new standards, Lei will need to measure the current approaches and guidelines that are generally utilized by every employee. Measuring exhibitions can be through individual perception, composed reports, and oral reports. Lei will need to assemble this data with the goal that she may contrast with the new measures and discover any disparities; much like the one she has found with unmerited hours that are generally reported as hours lived up to expectations.

Step 3: Comparing the standards against performance – this is the time to analyze the current techniques employees are utilizing to the new standards. Lei can take a look at what number of redress papers for timekeeping have been documented, days employees were non-attendant, what amount was sold amid a  given movement/time period, and cash earned. Anything that may help Lei demonstrate that the workers are purposeful including hours that haven't met expectations.

Step 4: Taking action to reinforce successes and correct problems - This last step is the place the fitting move will be made if there is a need. For example, if a specific worker has incredible deals, or has indicated extraordinary change with client fulfillment, then Lei would need to recognize the employees’ success. In this case however, if Lei sees any longer time clock fabrication then she will need to take the correct restorative activities as expressed in the updated handbook. In the event that the issue is not secured in the handbook then it needs to be added as fast as could be allowed to counteract further occurrences.