MGT 420 Module 8 Discussion Question 3:

Using an organization with which you are familiar, identify ways through which feed-forward and feedback controls can be used to assure the high quality of its final outcome. How do these controls lead to effective management?

ADDITIONAL INFORMATION 

Feed-forward and feedback controls in management

Introduction

In a modern organization, most people have a lot more autonomy than they used to. This can be great for people who thrive in this environment and terrible for those who don’t.

A common problem in companies is when the goals of different departments are not aligned. One way to resolve this is to implement a “feed-forward” goal. In contrast, sometimes we want to avoid a specific outcome. This is where we need “feedback control” mechanisms that can be triggered if something goes wrong. To implement these controls, you might consider some of the following strategies for your team:

A common problem in a company is when the goals of different departments are not aligned.

A common problem in a company is when the goals of different departments are not aligned.

For example, a manager in Marketing wants to change the price of a product so that more people will buy it. The sales team wants to keep their margins high, so they don’t want to lower prices too much. This can lead to conflict between these two groups and cause problems within your organization as well as external factors like competition from other companies who may be trying to gain market share by offering similar products at lower costs or improving their customer service levels (i.e., faster shipping).

One way to resolve this is to implement a “feed-forward” goal.

One way to resolve this is to implement a “feed-forward” goal. This is a goal that’s set by the management team, and it’s intended to drive the company forward. Feed-forward goals are usually more strategic in nature than other types of goals such as “sales targets.”

Feed-forward goals can be set at any level within an organization—from individual departments or teams, down through divisions of larger companies, all the way up into corporate headquarters (CEOs).

In some cases, feed-forward goals need not be formalized at all; rather they’re embedded into existing routines and processes through which employees interact with customers or suppliers. For example: If you want your salespeople on call 24/7 during tax season because it makes sense for them based on what has been happening historically during this time period (e.g., high demand), then maybe you just tell every employee that they need respond immediately when contacted by customers who need help filing their returns!

In contrast, sometimes we want to avoid a specific outcome.

In contrast, sometimes we want to avoid a specific outcome. Feedback control mechanisms are triggered by negative outcomes and can be used to prevent them from occurring. Feedback loops are often used in management to prevent negative outcomes.

These feedback loops can be thought of as a sort of “shield” around the system that prevents it from reaching its extreme state (e.g., an explosion). The shield functions as a barrier between high-risk situations and low-risk ones—so if you take off your safety goggles once too often while cleaning up after an oil spill incident at your local gas station, you’ll know better next time not only how much oil was spilled but also what kinds of chemicals were involved and how long they took days or weeks before being cleaned up properly.

This is where we need “feedback control” mechanisms that can be triggered if something goes wrong.

Feedback control is a way to manage risk. It’s a way to prevent or correct problems before they get too big, and it can help you identify and address problems before they become large-scale issues.

Feedback loops are a good example of how feedback controls work: when something goes wrong in your system, the system triggers an action (feedback) that tries to fix whatever caused the problem. This process continues until everything is back where it should be.

To implement these controls, you might consider some of the following strategies for your team.

To implement these controls, you might consider some of the following strategies for your team.

• Make sure everybody understands the goals and how they will be measured.

• Make sure everybody knows what the consequences of not achieving the goals are. If a manager cannot articulate this clearly, then they are missing an opportunity to improve performance by linking it directly to their own performance metrics and other key indicators (e.g., sales numbers).

• Ensure that everyone understands how feedback loops work (feedback should be given throughout each step in a process). This includes identifying when people have performed well or poorly; what did they do right or wrong; why did it happen? What can we learn from this experience so we don’t repeat ourselves next time around?

In either case, make sure everybody understands how your feedback loops are set up and how they work.

• Feedback loops are a key part of any management system.

• However, they’re not always easy to understand or implement.

• And it can be hard to explain how your feedback loops work without sounding like a mind reader.

Team members should know why they’re doing what they’re doing

• Team members should know why they’re doing what they’re doing.

• Team members should know the purpose of their work.

• Team members should know how their work contributes to the company’s goals, and how it contributes to the team’s goals as a whole.

Conclusion

It’s important to know how the different parts of your organization interact and what they’re trying to accomplish. In a company that is growing, it can be easy to lose sight of these goals. When this happens, it’s easy for one department or another to feel like they aren’t getting their fair share of resources or attention. Implementing feedback controls will help you ensure everyone is on the same page with what needs doing next.

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