1. HUMAN RESOURCE MANAGEMENT
IN PUBLICSECTOR
GMGH 5214
College of Law, Government and international Studies
SURVEILLANCE AND
CONTROL AT WORK
PRESENT BY : SHAHRIL BUDIMAN | 810089
LOGO

2. Contents
DEFINITION
OPERATIONATIONALIZATION
CONCEPTS
EXAMPLES / CASE
BACKGROUND THEORY
ANALYSIS OF THEORY
EXAMPLES
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3. Definition of control
Controlling is the process of measuring
performance and taking action to
ensure desired results
Control consists of verifying whether everything occurs in
conformity with the plan adopted, the instructions issued, and
principles established. It„s object is to point out weaknesses and
errors in order to rectify them and prevent recurrence (Fayol :1949)
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4. Definition of Surveillance
The monitoring of the behaviour, activities,
or other changing information, usually of
people for the purpose of influencing,
managing, directing, or protecting
(Lyon, David. 2007. Surveillance Studies: An Overview. Cambridge: Polity Press)
The word surveillance is the French word for "watching
over"; "sur" means "from above" and "veiller" means "to
watch". The inverse (reciprocal) of surveillance
is sousveillance "Sousveillance: Inventing and Using Wearable Computing Devices...",
by Steve Mann, Jason Nolan and Barry Wellman, in Surveillance &
Society 1(3), 2003
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5. Control as part of Management
To create
structures ORGANIZING
Measure Performance
To ensure Take Corrective Action
results CONTROLLING
To inspire
effort
LEADING
Set the
direction
PLANNING
MANAGEMENT FUNCTIONS
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6. OPERATIONALIZATION OF
CONCEPTS
 Output Standard
 Measures performance
results in terms of
quantity, quality, cost, or
time.
 Input Standard
 Measures work efforts
that go into a
performance task
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7. EXAMPLES
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8. BACKGROUND OF THEORY
 According to Henri Fayol,
 Control of an undertaking consists of seeing that everything is
being carried out in accordance with the plan which has been
adopted, the orders which have been given, and the principles
which have been laid down. Its object is to point out mistakes
in order that they may be rectified and prevented from recurring.
 According to Harold Koontz,
 Controlling is the measurement and correction of performance
in order to make sure that enterprise objectives and the plans
devised to attain them are accomplished.
 According to Stafford Beer,
 Management is the profession of control.
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9. BACKGROUND OF THEORY
Schermerhorn : 2007
 Control begins with objectives and standards.
 Control measures actual performance.
 Control compares results with objectives and
standards.
 Control takes corrective action as needed.
 Control focuses on work inputs, throughputs, and
outputs.
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10. BACKGROUND OF THEORY | CONTROL SYSTEMS
Types Of Control Systems
 Management By Exception
 Focuses attention on substantial differences
between desired and actual performance
 Feedforward Controls
 Ensure the right directions are set and the right
resource inputs are available
 Concurrent Controls
 Ensure the right things are being done as part of
work-flow operations
 Feedback Controls
 Ensure that final results are up to desired
standards
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11. BACKGROUND OF THEORY | CONTROL SYSTEMS
Types Of Control Systems
WORK WORK WORK
INPUTS THROUGHPUTS
Schermerhorn : 2011
OUTPUTS
Feed Forward
Concurrent
Controls Feedback
Controls
Controls
Ensure the right
Ensure the right
directions are Ensure that
things are being
set and the right final results are
done as part or
resource input up to desired
workflow
are available standards
operations
Solve problem Solve Problem Solve Problem
before occur while are occurring after they occur
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12. ANALYZE THE THEORY |
ORGANIZATIONAL CONTROL SYSTEMS AND TECHNIQUES
Management By Objectives
 MBO (Management By Objectives)
 A process of joint objective setting between superior and subordinate
PLANNING
EXCECUTION
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13. ANALYZE THE THEORY | CONTROL AND CONTROL SYSTEMS
Organizational Control Systems
and Techniques
1 2 3 4
Control Management Employee Quality control
focuses on by objectives discipline is a is a foundation
work inputs, integrates form of for Total
throughputs, planning and managerial Quality
and outputs. control. Management.
controlling
5 6
Purchasing Breakeven
and inventory analysis shows
controls help where
save costs. revenues will
equal costs.
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14. Feed Forward Control - Example
The Company (Mc’Donald’s) require that hamburger bread suppliers
produce to exact specifications
John F. love : Mc’Donald’s Behind the Arches , Ray Kroc & Robert Anderson, Grinding It Out : The Making of
Mc’Donald’s
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15. Concurrent Controls - Example
Managers Allow to Quickly spot and
Correct any problems in the manufacturing cycle
(Direct Supervision)
Gregg Segal‟ “Hyundai Smokes the Competition,” Financial Times (January, 2010)
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16. Feed Back Controls - Example
Selling Must Go on
at the same time,
studied and
solutions also
implemented
(Toyota Executives)
Helping Ensure the safety
of our customers and
restoring confidence in
Toyota are very important
to our company
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17. References
Fayol, Henri. 1949. General and Industrial Management. New York:
Pitman Publishing. pp. 107–109
Love, J. F. (1986). McDonald's: behind the arches. Toronto: Bantam
Books.
Lyon, D. (2007). Surveillance studies: An overview. Cambridge, UK:
Polity.
Kroc, R., Kroc, R., Anderson, R., & Anderson, R. (1977). Grinding it
out: the making of McDonald's. Chicago: H. Regnery.
Robbins, S. P., & Cenzo, D. A. (2008).Fundamentals of
Management (6. ed.). Boston, Mass.: Pearson.
Schermerhorn, J. R. (2011). Introduction to management (11th ed.).
Hoboken, N.J.: Wiley.
Schermerhorn, J. R. (2007). Exploring management: In modules.
Princeton, NJ: Recording for the Blind & Dyslexic.
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18. The foundation
of control is
Information
(Henry Schacht, Former CEO of
Cummins Engine Company)
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19. Thank you for
your attention
Prepared by : SHAHRIL BUDIMAN
“Control and surveillance at work”
| 810089
shahril2204@gmail.com
shahril2204@gmail.com