School violence has been operationally defined in a number of ways.

Some
researchers have measured school violence simply by examining patterns of weapon
carrying and fighting on school grounds (see James et al., 2015; Peguero et al.,
2020). Commonly, school violence is measured more comprehensively with an
index measure that examines the number of incidents of rape, sexual assault/battery,
robberies (i.e., strong armed and armed), aggravated assault, threats of aggravated
assault, physical assaults/fights, and/or threats of assaults without weapons (See
Jennings et al., 2011; Lesneskie & Block, 2017; Padgett et al., 2020)
Previous research has explored the relationship between school demographic
characteristics (i.e., students’ gender and race, and schools’ sizes and grades) and
school violence
one explanation for this finding may be that male students and minority students are
more likely to get into fights at school than students in reference groups. For
instance, they estimated that male students and minority students were about 3 times
and 1.5 times (respectively) more likely to fight at schools than other students.
The various articles touch on causes and correlate of school violence, vulnerabilities
of particular segments of the student population, the evident complexities and
symbiotic relationship between educational and juvenile justice systems, and the
security approaches to ameliorating school violence as well as some unintended
consequences

 School violence has been defined with operational in various ways. Some
researchers simply have caculated school violence by giving an example
models of weapons carring and battlling on school campus (see James et al.,
2015; Peguero et al., 2020). Normally, violence at school is checked more
extensively with a file measure which consider the quantity of matters of
rape, assault/ battery, burglaries (ie, solid outfitted and equipped), bothered
attack, actual attacks/ battles, and/or dangers of attacks wihout weapons (See
Jennings et al., 2011; Lesneskie & Block, 2017; Padgett et al., 2020)
Past research has investigated the connection between school segment
attributes (i.e., understudies’ sex and race, and schools’ sizes and grades) and
school violence.
One clarification for this finding might be that male students and minority
students are bound to get into battles at school than students in reference
gatherings. For example, they assessed that male students and minority
students were multiple times and 1.5 occasions (individually) bound to battle
at schools than different students.
The different articles address causes and correspond of school savagery,
weaknesses of specific porions of the student population, the apparent
intricacies and harmonious connection among instructive and adolescent
equity frameworks, and the security ways to deal with enhancing school
brutality just as some potentially negative side-effects.
I’m pleased to welcome you today. The chapter of our  presentation is Control, change and
entrepreneurship. I will introduce you our team member 
Overview
As discussed in chapter 7
The first task facing managers is to establish the structure of task and job reporting
relationships that allows organizational members to
use resources most efficiently and effectively. however, does not provide the incentive or
motivation for people to behave in ways that help achieve organizational goals

In this chapter, we look in detail at the nature of organizational control and describe the
steps in the control process. We discuss three types of control available to managers to
control and influence organizational members—output control, behavior control, and clan
control (which operates through the values and norms of an organization’s culture).9 Then
we discuss the important issue of organizational to printer that is possible only when
managers have put in place a control system that allows them to alter the way people and
groups behave. Finally, we look at the role of entrepreneurs and entrepreneurship in
changing the way a company operates. By the end of this chapter, you will appreciate the
rich variety of control systems available to managers and understand why developing an
appropriate control system is vital to increasing the performance of an organization and its
members.
Entrepreneurship, Control, and Change
Entrepreneurs: -are the people who notice opportunities and take responsibility for
mobilizing the resources necessary to produce new and improved goods and services.
 -bring about change to companies and industries because they see new and improved
ways to use resources to create products customers will want to buy
- entrepreneurs who start new business ventures are responsible for all the initial
planning, organizing, leading, and controlling necessary to make their idea a reality
-assume the substantial risk associated with starting new businesses (many new
businesses fail), and they receive all the returns or profits associated with the new
business venture.
PICTURE:  Steve Jobs(co-founder of Apple), Mark Zuckerberg, and Tory Burch
-Entrepreneurship: does not just end once a new business is founded. Entrepreneurship
carries on inside an organization over time, and many people throughout an organization
take responsibility for developing innovative goods and services.
(For example, managers, scientists, or researchers employed by existing companies
engage in entrepreneurial activity when they develop new or improved products. To
distinguish these individuals from entrepreneurs who found their own businesses,
employees of existing organizations who notice opportunities for product or service
improvements and are responsible for managing the development process are known as
intrapreneurs. In general, then, entrepreneurship is the mobilization of resources to take
advantage of an opportunity to provide customers with new or improved goods and
services; intrapreneurs engage in entrepreneurship within an existing company.)
 There is an interesting dynamic between entrepreneurship and management. Very
often, it turns out that the entrepreneur who initially founded the business does not
have the management skills to successfully control and change the business over
time. Entrepreneurs may, for example, lack an understanding of how to create the
control structure necessary to manage a successful long-term strategy.
Entrepreneurs also may not recognize the need to change their companies
because they are so close to them; in other words, they “cannot see the forest for
the trees.”
 Frequently a founding entrepreneur lacks the skills, patience, or experience to
engage in the difficult and challenging work of management. Some entrepreneurs
 find it difficult to delegate authority because they are afraid to risk letting others
manage their company. As a result, founding entrepreneurs can become
overloaded, and the quality of their decision making declines. Other entrepreneurs
lack the detailed knowledge necessary to establish state-of-the-art control systems
or to create the organizational culture that is vital to increase organizational
effectiveness
 In summary, it is necessary to do more than create a new product to succeed. An
entrepreneur must hire managers who can create an operating and control system
that allows a new venture to survive and prosper. Very often, venture capitalists,
the people who provide the capital to fund a new venture, lend entrepreneurs the
money only if they agree from the outset to let a professional manager become the
CEO of the new company. The entrepreneur then holds a senior planning and
advisory role in the company, often chairing its board of directors.

Summary and Review

 WHAT IS ORGANIZATIONAL CONTROL?
-Controlling is the process whereby managers monitor and regulate how efficiently and
effectively an organization and its members are performing the activities necessary to
achieve organizational goals
-Controlling is a four-step process:
1. establishing performance standards
2. measuring actual performance
3. comparing actual performance against performance standards
4. evaluating the results and initiating corrective action if needed
 OUTPUT CONTROL
To monitor output or performance, managers choose goals or performance standards that
they think will best measure efficiency, quality, innovation, and responsiveness to
customers at the corporate, divisional, departmental or functional, and individual levels.
The main mechanisms that managers use to monitor output are financial measures of
performance, organizational goals, and operating budgets
 BEHAVIOR CONTROL
In an attempt to shape behavior and induce employees to work toward achieving
organizational goals, managers utilize direct supervision, management by objectives, and
bureaucratic control by means of rules and standard operating procedures
 ORGANIZATIONAL CULTURE AND CLAN CONTROL
Organizational culture is the set of values, norms, standards of behavior, and common
expectations that control the ways individuals and groups in an organization interact with
one another and work to achieve organizational goals. Clan control is the control exerted
on individuals and groups by shared values, norms, standards of behavior, and
expectations. Organizational culture is transmitted to employees through the values of the
founder, the process of socialization, organizational ceremonies and rites, and stories and
language. The way managers perform their management functions influences the kind of
culture that develops in an organization
 ORGANIZATIONAL CONTROL AND CHANGE 
-There is a need to balance two opposing forces in the control process that influences the
way organizations change. On the one hand, managers need to be able to control
organizational activities and make their operations routine and predictable. On the other
hand, organizations have to be responsive to the need to change, and managers must
understand when they need to depart from routines to be responsive to unpredictable
events. 
-The four steps in managing change:
1.  assessing the need for change
2.  deciding on the changes to make
3. implementing change
 4. evaluating the results of change
 ENTREPRENEURSHIP, CONTROL, AND CHANGE
Entrepreneurs are people who notice opportunities and decide how to mobilize the
resources necessary to produce new and improved goods and services. Entrepreneurship
is the mobilization of resources to take advantage of an opportunity to provide customers
with new or improved goods and services. Entrepreneurs start new ventures of their own.
Intrapreneurs are employees in existing companies who notice opportunities to develop
new or improved products and better ways to make them. Both entrepreneurs and
intrapreneurs play important roles in the organizational control and change process