Essays on Baggage Blunders Organization Control Mechanisms Assignment

Download full paperFile format: .doc, available for editing

The paper "Baggage Blunders Organization Control Mechanisms" Is a wonderful example of a Management Assignment. The British Airways established a new terminal, Terminal 5 in Heathrow Airport which was considered to be a state-of-the-art facility. The aim of developing this new terminal was so that the congestion at Heathrow would be eased to in turn enhance the flying experience for the numerous passengers who utilized that means of transport. However, this facility failed to achieve the desired goals since, after days of being operational, there were high congestion levels, and many flights were canceled as well.

Therefore, the paper will evaluate the various control mechanisms, how the corrective actions could be helpful in the situation, and what other organizations could learn from the British Airways control systems scenario. Question 1 Control Mechanisms Feed-Forward Controls The feed-forward controls are primarily undertaken even before the operations or activities start. It embraces the proactive approach where they oversee that there are clear objectives and proper directions that are established before the start of the operation (Schermerhorn et al. , 2014). These controls also ensure that there are adequate resources to accomplish the given operations.

It is, therefore, evident that the feed-forward controls are a preventive approach that seeks to make sure that there is a high performance and that the set objectives are met efficiently (Schermerhorn et al. , 2014). The primary advantage of the feed-forward controls is that it usually removes all the likely problems and issues that may come about in the process of being operational which in turn avoids additional costs and enhances the quality of performance of a given system (Schermerhorn et al. , 2014).

The central concern in the feed-forward controls is the quality of resources that are going to be utilized. This is to means if high-quality resources have been utilized adequately, then there is a low probability of mistakes that may arise in the process of being operational. Concurrent Controls As opposed to the feed-forward controls, the concurrent controls primarily focuses on what is taking place in the process of being operational. This is to means that these controls play a monitoring role where it seeks to monitor the activities and operations with the aim of ensuring that stuff is being carried out as they were planned (Schermerhorn et al. , 2014).

Mostly, the concurrent controls give an opportunity for the necessary corrective action to be implemented before the particular operations come to an end. Thus, in this case, the primary focus becomes ensuring that there is quality in the activities being undertaken to minimize the waste that may arise as a result of some unacceptable finished services or products (Schermerhorn et al. , 2014). Feedback Controls These are the controls that are typically implemented after given operations or activities have been completed.

The primary focus regarding the feedback controls is the quality of the outcome as opposed to the resources utilized or the activities that were being implemented in the process (Schermerhorn et al. , 2014). This feedback that is obtained from the feedback controls is important as it offers the necessary information which will be utilized to improve the operations for the better in the future. The feedback controls also provide adequate and useful information regarding the potential ways in which things can be enhanced in the future to enhance the outcome of the process (Schermerhorn et al. , 2014).

Helpful and formal documentation regarding the accomplishments can be made available which may then be utilized to allocate rewards that are based on performance.

References

Bartol K. Tein, Mathews G., Sharma P and Ladd B 2011, Managemennt Functions, McGraw Hill.

Davidson P., Simon A., Woods P and Griffin, R 2009, Management; Core Concepts and Applications, Sydney, Wiley.

Robbins, S., Decenzo, D., Coulter, M and Woods, M 2012, Management: The Essentials, Sydney Pearson.

Schermerhorn, J., Davidson, P., Poole, D., Woods, P., Simon, A and McBarron, E 2014, Management, 5th Edn., John Wiley and Sons Australia, Limited.

Waddell, D., Jones, G and George, J 2012, Contemporary Management, Sydney, McGraw Hill.

Download full paperFile format: .doc, available for editing
Contact Us