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Control

Uploaded by

amohammedy20
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© © All Rights Reserved
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8 Control

Monday, July 29, 2024 15:26

It is the process of A process of


monitoring performance to ensure that the right things happen, in the right
ways, at the right time and taking action to ensure the desired results.

Controlling as a Managerial Function

○ It sees to it that the right things happen, in the right ways, and at the right
time.
○ A process of monitoring performance and taking action to ensure desired
results.
○ It helps ensure that objectives and accomplishments are consistent with
one another throughout an organization.
○ Done well, it ensures that the overall directions of individuals and groups
are consistent with short and long range plans.
○

○ Are we efficiently converting inputs into outputs?


 Must accurately measure units of inputs and outputs.
○ Is product quality improving?
 Are we competitive with other firms?
○ Are employees responsive to customers?
 customer service is increasingly important.

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○ Are our managers innovative in outlook?
 Does the control system encourage risk-taking?

1. Establish standards, goals, targets, measurements or indicators against which


performance is to be evaluated.(Reference)
□ Standards must be consistent with strategy, for a low cost
strategy, standards should focus closely on cost.
 Managers at each level need to set their own standards.

• There are two types of standards:


○ Output Standards - measures performance results in terms of
quantity, quality, cost, or time.
○ Input Standards - measures work efforts that go into a
performance task.
• Standard must be Achievable( SMART Goals) which measure both
effort and result at same time

2. Measure actual performance: managers can measure outputs resulting from

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worker behavior or they can measure the behavior themselves.
□ The more non-routine the task, the harder to measure.
 Managers then measure the behavior ( for example come to
work on time) not the output.
How to follow up : mix of the following
1- Personal observation ( accurate , but not suitable for large scale)
2-Statistical reports ( need analysis and comments and does not evaluate
emotional performance )
3- Oral reports from senior members(subject to personal errors and bias)
4-Written reports ( documentation)

3. Compare actual performance against chosen standards.


□ Managers must decide if performance actually deviates.
 Often, several problems combine creating low
performance.
4. Evaluate results and take corrective action.
◊ Perhaps the standards have been set too high.
◊ Workers may need additional training, or
equipment.
□ This step is often hard since the environment is constantly

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changing.

Control Systems

○ Formal, target-setting, monitoring, evaluation and feedback systems to


provide managers with information to determine if strategy and structure
are working effectively and efficiently.
○ A good control system should:
○ be flexible so managers can respond as needed.
○ provide accurate information about the organization.
○ provide information in a timely manner.
○ Positive in nature
○ Fair and objective

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○ Feed forward: use in the input stage of the process.
it is Control before processing ( Anticipate expected Challenges and problems , and
implement actions to reduce or eliminate these issues)
For example
 Platform inspection = pre manufacturing test , through inspection on the
raw materials
 Orientation session before project is an example of Feed Forward
 Health and Safety training
In this stage:
 Managers anticipate problems before they arise.
 Managers can give rigorous specifications to suppliers to avoid quality
issues.
○ Concurrent: gives immediate feedback on how inputs are converted into
outputs.
○ During work or processing for example like Coaching through work
 Allows managers to correct problems as they arise.

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 Managers can see that a machine is becoming out of alignment and fix it.

○ Feedback: provides after the fact information managers can use in the
future.
 Customer reaction to products are used to take corrective action in
the future. after Results control , for example Appraisal review

□ Discipline is defined as influencing behavior through


reprimand/blame.
 Progressive Discipline ties reprimand to the severity and
frequency of the employee’s infractions.
 Positive Discipline tries to involve people more positively
and directly in making decisions to improve their behavior.
Effective Discipline
 The “Hot Stove Rule”:
□ Immediate(close to situation) but Gradual
□ Focus on activity not personality
□ Consistent
□ Informative- Explain why and the negative impact of the issue
□ Occur in a supportive setting( not aggressive )
□ Support realistic rules- matches company rules

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