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    Chapter 7-Controlling

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    yasmeen
    This chapter discusses controlling and the controlling process. It defines controlling as making sure things happen as planned and explains controlling as the process managers use to regulate organizational activities. The chapter outlines the steps in the controlling process, which include setting standards, measuring performance, comparing performance to standards, and taking corrective action for deviations. It identifies three types of control and notes control used depends on the work phase. The chapter also discusses potential barriers to control and how to ensure successful controlling.

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    Chapter 7-Controlling

    Uploaded by

    yasmeen
    1K views16 pages
    This chapter discusses controlling and the controlling process. It defines controlling as making sure things happen as planned and explains controlling as the process managers use to regulate organizational activities. The chapter outlines the steps in the controlling process, which include setting standards, measuring performance, comparing performance to standards, and taking corrective action for deviations. It identifies three types of control and notes control used depends on the work phase. The chapter also discusses potential barriers to control and how to ensure successful controlling.

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    CHAPTER 7-CONTROLLING.ppt

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    This chapter discusses controlling and the controlling process. It defines controlling as making sure things happen as planned and explains controlling as the process managers use to regulate organizational activities. The chapter outlines the steps in the controlling process, which include setting standards, measuring performance, comparing performance to standards, and taking corrective action for deviations. It identifies three types of control and notes control used depends on the work phase. The chapter also discusses potential barriers to control and how to ensure successful controlling.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    1K views16 pages

    Chapter 7-Controlling

    Uploaded by

    yasmeen
    This chapter discusses controlling and the controlling process. It defines controlling as making sure things happen as planned and explains controlling as the process managers use to regulate organizational activities. The chapter outlines the steps in the controlling process, which include setting standards, measuring performance, comparing performance to standards, and taking corrective action for deviations. It identifies three types of control and notes control used depends on the work phase. The chapter also discusses potential barriers to control and how to ensure successful controlling.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 16

     After completing this chapter, students should

    be able to:
     Define controlling
     Explain the controlling process
     Identify the types of control
     Discuss the potential barriers to successful control
     Describe on how to make controlling successful
     Definition of control
     The controlling process
     Types of control
     Potential barriers to successful control
     Making controlling successful
     Control
     making something happen the way it was planned to
    happen.

     Controlling
     the process managers go through to control
     According to Roberto Mockler, controlling is a
    systematic effort by business management to :
     Compare performance to predetermined
    standards, plans or objectives
     To determine whether performance is in line
    with these standards and presumably to take
    any remedial action required
     To see that human and other corporate
    resources are being used in the most
    effective and efficient way possible in
    achieving corporate objective
     The systematic process through which
    managers regulate organizational activities to
    make them consistent with the expectations
    established in plans, and to help them achieve
    all predetermined standards of performance.
     This definition implies that leaders must:

    ◦ Establish performance standards


    ◦ Develop mechanisms for gathering performance
    information in order to assess the degree to which
    standards are being met.
    Setting Standards for Performance
    Whenever possible, the standards should be
    set in a manner that allows them to be
    compared with actual performance.

    Measuring Actual Performance


    An organization must decide:-
    •What to measure.
    •When to measure.
    •How frequently to measure.

    Comparing Actual Performance with


    Standards
    This step involves determining if actual
    performance compared to standards falls
    within acceptable limits.

    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.
     There are 3 types of control and what type
    is used is determined primarily by the work
    phase in which the control is needed.
    Multiple Focal Points
    Most organizations use several control
    systems focused on various phases of the
    transformation process.
    END OF CHAPTER 7

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