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CHAPTER 7-Controlling

The document discusses the fundamentals of organizational control. It defines control as a process through which managers regulate activities to ensure they meet standards. Control is important because it helps ensure planning, organizing, and leading are successful. There are several types of control and characteristics of effective control systems. Barriers to effective control include issues like game playing, negative attitudes, over-control, and under-control.

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Crystal Vangeline
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41 views10 pages

CHAPTER 7-Controlling

The document discusses the fundamentals of organizational control. It defines control as a process through which managers regulate activities to ensure they meet standards. Control is important because it helps ensure planning, organizing, and leading are successful. There are several types of control and characteristics of effective control systems. Barriers to effective control include issues like game playing, negative attitudes, over-control, and under-control.

Uploaded by

Crystal Vangeline
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 PDF, TXT or read online on Scribd
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CHAPTER 7:

Controlling

FUNDAMENTALS OF
MANAGEMENT (MGT 162)
o Define control.
o Identify the importance of control.
o Explain the process of control.
LEARNING o Explain types of control.

OBJECTIVES o Describe characteristics of effective control


system.
o Explain barriers of control.
 A process through which managers regulate
organizational activities to make them consistent with
DEFINITION expectations and help them to achieve predetermined
standards of performance.
 Control is the last of the four major management
functions.
 It is critically important because it helps to ensure
INTRODUCTION that all of our planning, organizing and leading went
successfully as we intended.
 With an effective control in organizations, it can
ensure to deliver an excellent output to its
shareholders.
◦ Assist the management process
◦ Deal with change or uncertainty
◦ Deal with complexity
IMPORTANCE of ◦ Deal with human limitations
CONTROL ◦ Help delegation and decentralization to run smoothly
◦ Minimize costs
◦ Adapt to environmental change
PROCESS OF
CONTROL
Process or Steps of Control involves:
1. Setting standards of performance
Whenever possible, the standards should be set in a
manner that allows them to be compared with actual
performance.
2. Measuring actual performance
An organization must decide:
◦ What to measure.
◦ When to measure.
…cont.. ◦ How frequently to measure.
3. Comparing actual performance with standards
This step involves determining if actual
performance compared to standards falls within
acceptable limits.
4. Responding to deviations
◦ If the deviation from performance is unacceptable, then
corrective action is warranted.
◦ If the deviation is acceptable, no correction action is
necessary.
The three (3) types of control:
◦ Feedforward control
◦ Concurrent control
◦ Feedback control

TYPES OF
CONTROL
◦ Be related to the organizational strategy.
◦ Use all steps in the control process.
CHARACTERISTICS ◦ Be composed of objective and subjective
OF EFFECTIVE measures.
CONTROL SYSTEM ◦ Be timely in feedback reporting.
◦ Be acceptable to a diverse workforce.
◦ Game playing
◦ Manipulating resources usage.
◦ Operating delays
◦ In terms of mechanical and technical issues.
◦ Negative attitude
◦ Refer to the employers/employees-human nature.
BARRIERS of ◦ Over-control
CONTROL ◦ Limiting individuals job autonomy.
◦ Under-control
◦ Granting a lot of autonomy to individuals.

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