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Controlling

The document discusses the importance of control in management by defining controlling, explaining its purpose, and outlining the key steps in the control process including measuring performance, comparing to standards, and taking corrective actions. It also examines different types of controls like feedforward, concurrent, and feedback controls as well as information controls and benchmarking best practices.

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Supreet Singh
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45 views20 pages

Controlling

The document discusses the importance of control in management by defining controlling, explaining its purpose, and outlining the key steps in the control process including measuring performance, comparing to standards, and taking corrective actions. It also examines different types of controls like feedforward, concurrent, and feedback controls as well as information controls and benchmarking best practices.

Uploaded by

Supreet Singh
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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1

Foundations of Control
2

What Is Control?
• Controlling
▫ The process of monitoring activities to ensure that
they are being accomplished as planned and of
correcting any significant deviations.
• The Purpose of Control
▫ To ensure that activities are completed in ways
that lead to accomplishment of organizational
goals.
3

Why Is Control Important?


• As the final link in management functions:
▫ Planning
 Controls let managers know whether their goals and plans
are on target and what future actions to take.
▫ Empowering employees
 Control systems provide managers with information and
feedback on employee performance.
▫ Protecting the workplace
 Controls enhance physical security and help minimize
workplace disruptions.
4

The Planning–Controlling Link


5

The Control Process


• The Process of Control
1. Measuring actual
performance.
2. Comparing actual
performance against a
standard.
3. Taking action to correct
deviations or inadequate
standards.
6

The Control Process


7

Measuring: How and What We Measure


 Sources of  Control Criteria
Information (How) (What)
▫ Personal observation ▫ Employees
▫ Statistical reports  Satisfaction
▫ Oral reports  Turnover
▫ Written reports  Absenteeism
▫ Budgets
 Costs
 Output
 Sales
8

Comparing
• Determining the degree of variation between
actual performance and the standard.
▫ Significance of variation is determined by:
 The acceptable range of variation from the standard
(forecast or budget).
 The size (large or small) and direction (over or
under) of the variation from the standard (forecast
or budget).
9

Defining the Acceptable Range of Variation


10

Taking Managerial Action


• Courses of Action
▫ “Doing nothing”
 Only if deviation is judged to be insignificant.
▫ Correcting actual (current) performance
 Immediate corrective action to correct the problem at once.
 Basic corrective action to locate and to correct the source of
the deviation.
 Corrective Actions
 Change strategy, structure, compensation scheme, or training
programs; redesign jobs; or fire employees
11

Taking Managerial Action (cont’d)


• Courses of Action (cont’d)
▫ Revising the standard
 Examining the standard to ascertain whether or not
the standard is realistic, fair, and achievable.
 Resetting goals that were initially set too low or too
high.
12

Managerial Decisions in the Control Process


13

Controlling for Organizational


Performance
• What Is Performance?
▫ The end result of an activity
• What Is Organizational
Performance?
▫ The accumulated end results of all of the organization’s
work processes and activities
 Designing strategies, work processes, and work activities.
 Coordinating the work of employees.
14

Organizational Performance Measures


• Organizational Productivity
▫ Productivity: the overall output of goods and/or
services divided by the inputs needed to generate
that output.
 Output: sales revenues
 Inputs: costs of resources (materials, labor expense,
and facilities)
▫ Ultimately, productivity is a measure of how
efficiently employees do their work.
15

Types of Control
16

Tools for Controlling Organizational


Performance
• Feedforward Control
▫ A control that prevents anticipated problems before
actual occurrences of the problem.
 Building in quality through design.
 Requiring suppliers conform to ISO 9002.
• Concurrent Control
▫ A control that takes place while the monitored activity is
in progress.
 Direct supervision: management by walking around.
17

Tools for Controlling Organizational


Performance
• Feedback Control
▫ A control that takes place after an activity is done.
 Corrective action is after-the-fact, when the problem has
already occurred.
▫ Advantages of feedback controls:
 Provide managers with information on the effectiveness
of their planning efforts.
 Enhance employee motivation by providing them with
information on how well they are doing.
18

Information Controls
• Purposes of Information Controls
▫ As a tool to help managers control other
organizational activities.
 Managers need the right information at the right
time and in the right amount.
▫ As an organizational area that managers need to
control.
 Managers must have comprehensive and secure
controls in place to protect the organization’s
important information.
19

Information Controls
• Management Information Systems (MIS)
▫ A system used to provide management with needed
information on a regular basis.
 Data: an unorganized collection of raw, unanalyzed facts
(e.g., unsorted list of customer names).
 Information: data that has been analyzed and organized
such that it has value and relevance to managers.
20

Benchmarking of Best Practices


• Benchmark
▫ The standard of excellence against which to measure and
compare.
• Benchmarking
▫ Is the search for the best practices among competitors or
noncompetitors that lead to their superior performance.
▫ Is a control tool for identifying and measuring specific
performance gaps and areas for improvement.

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