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Industrial Management Assignment

The document discusses the management function of controlling. It explains that controlling involves establishing performance standards, measuring outcomes against those standards, and taking corrective actions when needed. It involves setting criteria for how tasks should be performed based on organizational goals. Managers evaluate performance, identify any deviations from standards, and determine whether corrective actions are required, such as adjusting standards, changing processes, or revising budgets. For controlling to be effective, standards must be meaningful and accepted, balance organizational and departmental objectives, and incorporate two-way communication between managers and subordinates.

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603 views4 pages

Industrial Management Assignment

The document discusses the management function of controlling. It explains that controlling involves establishing performance standards, measuring outcomes against those standards, and taking corrective actions when needed. It involves setting criteria for how tasks should be performed based on organizational goals. Managers evaluate performance, identify any deviations from standards, and determine whether corrective actions are required, such as adjusting standards, changing processes, or revising budgets. For controlling to be effective, standards must be meaningful and accepted, balance organizational and departmental objectives, and incorporate two-way communication between managers and subordinates.

Uploaded by

Rashid Kanetsa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Planning

The first component of managing is planning. A manager must determine what the
organizations goals are and how to achieve those goals. Much of this information will come
directly from the vision and mission statement for the company. Setting objectives for the
goal and following up on the execution of the plan are two critical components of the
planning function. For example, a manager of a new local restaurant will need to have a
marketing plan, a hiring plan and a sales plan.

 -the identification of organisation objectives and the selection of policies, procedures


and methods designed to lead to the attainment of these objectives / goals. Effective
decision making plays a major role contributing to the success of a planning function.

It is a dynamic process of making decision today about the future actions. Plans give the
organisation its objectives and sets up the best procedure for reaching them.

The setting of goals and objectives for the organisation and showing how these goals and
objectives can be accomplished.

Advantages of planning

 Provides a systematic approach for achieving goals.


 Provides for an efficient use of resources.
Provides team work as a basis of control

Organizing

Organising

The organisation chart, which is a kind of a model representing the organisation,


indicates the grouping of activities, authority relationships and certain communication
channels.

Industrial Management

Be performed in an organisation, grouping these activities and assigning management


authority and responsibility.

Organising is the creation of structured relationships among people that will enable
those people to get management plans and meet their objectives .This involves setting
appropriate departments. Job descriptions and job structure to enable people to be
more productive efficiently and effectively
Summary Organising involves an integration of resources i.e. people, capital in order to
accomplish the goals effectively. Organising entails determining the activities to
advantages of:

 Ensure that work is done.  Provides continuity.  Aids delegation.  Eases


communication.  Encourages teamwork.

Managers are responsible for organization of the company and this includes organizing
people and resources. Knowing how many employees are needed for particular shifts can be
critical to the success of a company. If those employees do not have the necessary resources
to complete their jobs, organization has not occurred. Without an organized workplace,
employees will see a manager as unprepared and may lose respect for that particular
manager’s supervisory techniques.

STAFFING.
Staffing, the third major organizational function, encompasses activities related to finding
and sustaining a labor force that is adequate to meet the organization's objectives. First,
managers have to determine exactly what their labor needs are and then go into the labor
force to try and recruit those skills and characteristics. Second, managers must train workers.
Third, they have to devise a method of compensating and evaluating performance that
complements objectives. This includes designing pay and benefits packages, conducting
performance appraisals , and promoting employees. Finally, managers usually must devise
a system of firing ineffective employees or reducing the workforce . In addition,
management duties related to staffing often entail working with organized labor unions and
meeting federal and state regulations.

CONTROLLING.
Controlling:

This is a management function designed to regulate organizational operations to


facilitate attainment of planned goals and objectives. Effective controlling therefore,
involves keeping organizational plans from deviations by putting preventive and
corrective measures in place to ensure that the system (organization) is stirred towards
the planned goals

Controlling
Measuring if actions conform to plans thus involves feedback of
results and appropriate actions (being taken) adjustments where
outcomes have deviated from expectations.

It involves assessment and regulations of work to achieve


required results. This can be done in two ways:

By personal inspection, auditing, personal observation.

By establishing performance standards .Thus to establish criteria


by which work and results can be measured/ evaluated, thus
performance standards can be best known by answering the
following question. How many? How much? And how well?
Because without standards, it is difficult to distinguish good from
bad performance.

Because of a single individual cannot do all the work of the


organisation, delegation of work to his / her subordinates is
imminent
The fifth major managerial function, controlling, is comprised of activities that measure and
evaluate the outcome of planning, organizing, staffing, and leading efforts. Controlling is an
essential part of management because it helps managers determine the fruitfulness of the
other functions (planning, organizing, etc.); helps guides employee efforts towards company
goals; and helps a company distribute its resources efficiently and effectively. Controlling is
typically viewed as an ongoing management process that ensures that the organization is
moving toward its goals. The process includes establishing performance standards, evaluating
ongoing activities, and correcting performance that deviates from the standards.
Managers begin by establishing specific criteria outlining how they want a company's tasks
performed. Based on company objectives, managers determine the performance standards in
order for the company to attain its goals. Performance standards may take the form of
qualitative and quantitative criteria. Examples of performance standards are budgets,
projections, pro forma statements, and production, sales, or quality initiatives. Successful
managers usually rely on a feedback system to see how employees are responding to
performance standards; this allows managers to identify problems before they develop into
crises.
During the second stage of the control process, evaluation, managers determine how closely
their subordinates' or department's performance matched up with preset standards. Of import
is the manager's acceptable range of deviation, or the degree to which actual performance can
vary from the standard before corrective action is necessary. In addition, managers must
factor into the performance comparison influences outside of the control of their unit. They
must also devise a means of communicating results to subordinates in a constructive manner.
If measured results deviate outside of an acceptable range, the manager must take corrective
action. Corrective action may mean simply readjusting the preset standards to reflect more
realistic goals. Or, the manager may have to analyze the process that lead to the deviation and
then act to make changes. For instance, if a production line fails to meet quality goals the
manager may choose to rearrange work teams or change the financial incentive system to
emphasize quality. The manager may also determine that the departmental budget needs to be
revised to increase spending on quality control.
To be effective, managers must design control systems that are based on meaningful and
accepted standards. If standards are too high, subordinates are likely to lose motivation or
become frustrated. Standards should also be based on the overall goals of the organization
rather than on the narrow objectives of one department or division. The control process
should emphasize two-way communication so that controls are understood by subordinates
and managers are able to effectively set standards and evaluate performance, taking into
account the workers' perspective. In addition, standards and controls should be flexible
enough to accommodate emerging problems and opportunities. Most importantly, controls
should be used only when necessary so that they don't unnecessarily obstruct creativity and
drive.

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