The main problem that was determined with the subject organization is that quantity of sales calls have been considered important instead of the calls’ quality. The company determined that target profit was not met because sales teams were making two less calls per hour on an average. However, it has been nowhere established that 12 calls per hours increase sales effectiveness. There is no defined yardstick for measurement of call performance. Only call quantities are monitored at the company instead of sales callers’ performance. Therefore, quality of the calls can neither be studied nor be compared to adopt corrective measures (Bhattacharya, 237-238).
The scenario analysis of the company indicates that large numbers of poor quality calls are negatively affecting the profitability. Such kinds of sales calls are output oriented therefore it can be proposed that output control system can be implemented at the organization for correcting the existing scenario. In this system, the managers can set the target goals in terms of efficiency, call productivity and consumer responsiveness instead of number of calls (Jeyarathnam, 237-245). Monitoring call qualities will allow managers to set standards that to be maintaining to increase consumer responsiveness. It will allow company to compare the call to determine the slacks. Moving forward, the deviations can be recognized and corrected.
The aviation company presents appropriate example of poor goal setting for its control process. It has been further determined that none of these goals of the company were approved by the Federal Aviation Administration. It can be possible that the company defined its safety standards vaguely while placing maximum focus on minimizing flight delays. Furthermore, the benchmark of safety in the aviation sector is determined by bodies such as Federal Aviation Administration and the company did not consult with the body to determine its safety ambiguities. This prevented the company from knowing its performance and deviations therein. The company successfully reduced delays in flights but possibly compromised its safety measures (Bhattacharya 237-238).
Jeyarathnam (237-245) has discussed about bureaucratic control system in an organizational context. The subject organization has experienced standardization issues in terms of its safety measurement. It is possible that the problem has cropped up due to negligence on the part of employees or management or both. However, its implications affect organization’s reputation in the industry. The bureaucratic control system will establish rules and regulations which can be practices in short as well as long run. It will also ensure efficiency and accuracy in organizational practices and products. Furthermore, standardization of products will minimize consumer complaints and therefore the underlying fines from various aviation authorities.
It has been discussed by Bhattacharya (237-238) that control process involves standards of establishment, performance measurement, comparison and adoption of corrective measures. The subject company has so far focused its activities only on monitoring the processes without even determining the comparative and measuring stick for it. Unless and until a problem associated with processes is defined, monitoring may prove to be ineffective. The company needs to define standards for its process, followed by performance measurement and comparing the same with the standards. Lastly, correction of deviation and continuous monitoring for further improvement should be implemented. Therefore, the problem in the organization lies in its inability to set standards for its processes instead of continuously monitoring them.
The organization is witnessing process oriented issues where it is failing to minimize its defects. Lack of standardization therefore seeks implementation of bureaucratic control system in the company. The integration of this control system will enable the company to set standards for the processes. The standards can be compared with the existing processes so that flaws in the process can be corrected. Post correction, the company should implement its monitoring system to establish its effectiveness. Furthermore, it can also be suggested that the company can combine output control system with bureaucratic control system so that productivity of the company can be improved along with process efficiency.
The problem that was recognized in the company subject that it has produced five games to enhance profitability but only one has been successful and the reason for that can be misinterpretation of consumer demand. It is evident that the company only considered about its own profit instead of consumer needs. Product success essentially depends consumer requirements. The company created competition among its own product instead of having the same with its competitors. The products are no wonder highly standardized in nature but the company failed to compare their performances so that equally effective products can be created (Bhattacharya 237-238).
In context of the given scenario, it can be understood that market position of one product of the company is affecting that of its rest of the products. Considering this, it can be suggested that market control system is the most suitable approach for the organization. The approach will enable the company to assess its return on investment and stock price. It will also help the company to adopt appropriate corrective measures to avoid similar problems in near future (Jeyarathnam 237-245).