| Control systems | Formal targetsetting, monitoring, evaluation, and feedback systems that provide managers with information about how well the organization's strategy and structure are working.
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| Feedforward control | Control that allows managers to anticipate problems before they arise.
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| Concurrent control | Control that gives managers immediate feedback on how efficiently inputs are being transformed into outputs so that managers can correct problems as they arise.
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| Feedback control | Control that gives managers information about customers' reactions to goods and services so that corrective action can be taken if necessary.
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| Operating budget | A budget that states how managers intend to use organizational resources to achieve organizational goals.
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| Management by objectives (MBO) | A goal-setting process in which a manager and each of his or her subordinates negotiate specific goals and objectives for the subordinate to achieve and then periodically evaluate the extent to which the subordinate is achieving those goals.
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| Bureaucratic control | Control of behavior by means of a comprehensive system of rules and standard operating procedures.
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| Organizational culture | The shared set of beliefs, expectations, values, norms, standards for behavior, and work solutions that influence the ways in which individuals, groups, and teams interact with one another and cooperate to achieve organizational goals.
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| Clan control | The control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations.
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| Organization change | The movement of an organization away from its present state and toward some desired future state to increase its efficiency and effectiveness.
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| Top-down change | Change that is implemented quickly throughout an organization by upper-level managers.
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| Bottom-up change | A gradual or evolutionary approach to change in which managers at all levels work together to develop a plan for change.
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| Benchmarking | Comparing performance on specific dimensions with the performance of other, highperforming organizations.
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