Laboratory Management

Coleen Faye C. Mejorada September 27, 2021

BSMLS – 2A Mr. Ronnel S. Mabasa, RMT, MSMLS

Study Guides(Controlling)
1. Define management control.
Management control can be described as a systematic action on the part of
business management to compare performance to established standards, plans, or
objectives in order to ascertain whether performance meets these standards.

2. Enumerate the characteristics of controlling.

 A continuous process
 A management process
 Embedded in each level of organizational hierarchy
 Forward looking
 Closely linked with planning
 A tool for achieving organizational activities
 An end process

3. Explain the relationship between controlling and planning.

Planning is the process wherein an organization establishes its objectives and
methods for achieving them. Moreover, controlling is a process of measuring and
supervises an organization's actual performance in relation to its planned goals. In a
nutshell, planning and controlling are strongly interrelated because planning establishes
the organization's objectives, while controlling helps ensure their accomplishment.
Control determines the planning process, while planning provides a sound foundation for
control.

4. What are the different mechanisms for implementing control and differentiate each one
from the other?
 Bureaucratic – refers to employee behavior and performance are influenced and
assessed through the use of rules, policies, a hierarchy of authority, written
documentation, a reward system, and other formal mechanisms. On the other
hand, Employee behaviors are regulated through the use of values, beliefs,
corporate culture, shared norms, and informal relationships. Lastly, market implies
the application of price competition to the evaluation of output

5. Define a control system.

A control system is comprised of mechanisms intended to increase the likelihood
of meeting organizational standards and objectives.

6. What are the different control responsibilities in relation to managerial levels?

 Strategic control
 Tactical control
  Operational control
7. Explain each step in the control process.
 Measuring – depicts to measure the actual performance of the process as well as
establishing standards.
 Comparing - establishes the degree to which actual performance deviates from the
standard. Accordingly, a standard is a set of criteria that allows managers to
evaluate upcoming, current, or previous actions.
 Taking managerial action – includes (1) correct actual performance such as taking
immediate corrective action all at once to get the performance back on tract and
take basic corrective action that distinguish how and why these performance has
diverged. (2) And revising the standard which is a benchmark against which future
performance will be measured.

8. Define a standard and explain its functions.

A standard is a set of criteria that allows managers to evaluate upcoming, current,
or previous actions. Furthermore, its functions includes: (1) Assists employees in
comprehending what is expected of them and the manner in which their work will be
evaluated. (2) Establish a framework for identifying job difficulties caused by personal
limitations of organization members. (3) Contribute to mitigating the negative
consequences of goal incongruence.

9. What is goal incongruence?

Goal incongruence can be characterized as a situation in which the management
and organizational goals are not in consonance, resulting in the organizational goal
suffering.

10. What are the different types of control, give an example for each one?
A. According to the timing / place in the productive cycle
 Feedforward control - tends to focus on the regulation of inputs to determine if
they meet the specified requirements for the transformation process. Example
includes preliminary control, pre-control, preventative control, and steering
control. It also ensures the right directions are set and the right resource inputs
are available such as solving problems before they occur.
 Concurrent control - entails the regulation of ongoing transformational activities.
This encompasses screening and yes-no decision-making. Additionally, it
ensures that the proper actions are taken as part of work-flow operations such
as solving problems while they are concurring.
 Feedback control - involves the regulation that occurs after the completion of a
product or service to ensure that it meets the organization's standards and
objectives. This incorporates both post-action and output control. It ensures
that final results meet desired standards, similar to how problems are resolved
after they occur.
 B. According to Object of Control
 Specific action control - Attempts to ensure that known actions are carried out
by individuals. Behavioral constraints, action accountability, and pre-action
review are all examples.
 Control of results – refers to holding employees being responsible for specific
results. Example is the pay-for performance that relates to rewards for
achieving a desirable result or punishment for achieving an undesirable result.
 Personnel Control - emphasizes the staff's adaptability to do what is critical to
the organization while also providing assistance to them. For instance, internal
controls wherein personnel encapsulate the recruitment of qualified personnel
and the provision of ongoing training.

11. Differentiate the two types of multiple control systems.

Cybernetic is a self-regulating control system that, once activated, can monitor and
correct situations automatically. Whereas the non-cybernetic control system is
fundamentally based on human discretion.

12. How important is feedback in controlling?

Feedback is critical because it serves as a form of reinforcement for the results-
based accountability system. Additionally, it serves as measurement for results that can
indicate a failure to make appropriate interventions. Finally, it provides an analysis of
how the results vary when different combinations of inputs are used, which may help
improve understanding of the relationship between the inputs and the result.

13. Define performance,

Performance serves as the end result of an activity. Additionally, it is described as
the act or process of conducting or accomplishing a task, action, or function.

14. How is performance measured?

 Organizational productivity which refers to the total amount of products or services
provided divided by the total amount of inputs required to produce that output.
 Organizational effectiveness a measure for defining how well an organization's goals
are aligned with its mission and how well it accomplishes those goals.
 Goal incongruence a situation in which there are significant incompatibilities between
the goals of an organization's members and the organization's goals
 Management by exception a control principle that implies managers should be notified
of a situation only when control data indicate a significant deviation from standards.
 Resource dependence an approach based on the notion that managers should
prioritize controls in areas where they rely on others for resources
Study Guides (Communications)

1. Explain the communication process and the role of each components.

The term "communication process" refers to the act of transmitting or passing
information or a message from the sender to the receiver via a chosen channel,
overcoming barriers that hamper its progress. It starts with the sender which initiates a
communication and has a certain understanding of the message. Next, the message
refers to the object of communication, or the thing being communicated., also depicts
how it is worded and presented. Then, the mode of transmission refers to the channel
through which information is received. Moreover, the receiver is the person who will
received and decode the message of the sender. And lastly, feedback relates to any
response to a communicated message. It manifests itself as a message and can be
verbal, visual, or written.

2. Differentiate the two sources of communication in an organization.

Formal communication entails the exchange of information about an organization's
objectives, policies, and procedures. For instance, business plans, strategies, objectives,
annual reports, agreements, and board presentations are included. On the other hand,
informal communication are used to convey official business messages, albeit in a more
relaxed manner. This includes  in the form of conversations at work about different
issues that team members may be facing such as during lunchtime conversations and
ongoing collaboration among team members.

3. What are the two communication directions in a formal communication?

 Vertical communication
 Horizontal communication

4. What are the two methods of communication?

 Dynamic
 Canned or packaged

5. Explain the 3 communication formats.

 Written messages – this format involves reading the content or the message of
the medium and interpret the meaning. Memos, proposals, e-mails, letters, etc.
are some of the examples of medium in this format.
 Verbal messages – the medium of the message in this format is oral. This
happens when you listen to a person in order to comprehend the meaning of the
message.
 Non-verbal messages – depicts observing a person and infer or interpret the
meaning itself.

6. What are the different factors in verbal communication?

 Structural - usually involves spatial restraints.
 Semantic – is related to the connotation (content) and denotation (context) of
words and messages.
 Technical - takes place during a message's transmission and reception.
 People - is influenced by the individual's background and perception.
  Perception factors personal issues, such as emotional, attitudinal, and skills.
 Interpersonal factors – social and personal distinction
 Outcome – relies on the receiver such as how the receiver accepts the message.