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    CHAPTER 7 Intrio To MGMT

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    samuel debebe
    Planning lays the foundation for controlling by setting goals and programs to achieve, while controlling ensures performance aligns with plans. There are three key steps to controlling: 1) setting standards, 2) measuring performance against standards, and 3) taking corrective action for any deviations. Standards can be tangible, like output targets, or intangible, like training results. Controlling also occurs through feedforward, concurrent, and feedback controls, with the first preventing issues, the second monitoring in real time, and the third inspecting after the fact. Together, controlling functions to keep operations on track with what was intended.

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    CHAPTER 7 Intrio To MGMT

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    samuel debebe
    177 views2 pages
    Planning lays the foundation for controlling by setting goals and programs to achieve, while controlling ensures performance aligns with plans. There are three key steps to controlling: 1) setting standards, 2) measuring performance against standards, and 3) taking corrective action for any deviations. Standards can be tangible, like output targets, or intangible, like training results. Controlling also occurs through feedforward, concurrent, and feedback controls, with the first preventing issues, the second monitoring in real time, and the third inspecting after the fact. Together, controlling functions to keep operations on track with what was intended.

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    CHAPTER 7 intrio to mgmt

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    Planning lays the foundation for controlling by setting goals and programs to achieve, while controlling ensures performance aligns with plans. There are three key steps to controlling: 1) setting standards, 2) measuring performance against standards, and 3) taking corrective action for any deviations. Standards can be tangible, like output targets, or intangible, like training results. Controlling also occurs through feedforward, concurrent, and feedback controls, with the first preventing issues, the second monitoring in real time, and the third inspecting after the fact. Together, controlling functions to keep operations on track with what was intended.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    177 views2 pages

    CHAPTER 7 Intrio To MGMT

    Uploaded by

    samuel debebe
    Planning lays the foundation for controlling by setting goals and programs to achieve, while controlling ensures performance aligns with plans. There are three key steps to controlling: 1) setting standards, 2) measuring performance against standards, and 3) taking corrective action for any deviations. Standards can be tangible, like output targets, or intangible, like training results. Controlling also occurs through feedforward, concurrent, and feedback controls, with the first preventing issues, the second monitoring in real time, and the third inspecting after the fact. Together, controlling functions to keep operations on track with what was intended.

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    of 2

    Chapter Seven

    Controlling Function of Management

    In the series of managerial functions, planning is the first function and controlling is the last.
    Success in business is very often proportionate to the astuteness of its planning and the skill
    with which it is controlled. Plans can be effectively achieved in most organizations only with
    good controls, and planning is always pre-requisite for controlling. Planning seeks to set
    goals and programs and control seek to secure performance in accordance with plans.
    Definition
    a) According to Koontze and O'donnell,, "The managerial function of control is the
    measurement and correction of the performance of activities of subordinates in order to
    make sure that enterprise objectives and the plans devised to attain them are being
    accomplished. It's thus the function of every manager, from the chief executive to the
    Forman."
    b) "Controlling is the process by which management sees if what did happen was what was
    supposed to happen. If not, necessary adjustments are made." Moore.

    An analysis of the foregoing statements regarding control brings out the controlling function
    of management.
    i) Planning is the foundation of control:
    Planning sets the course, control observes deviations from the course, and takes corrective
    action.
    ii) Action's the essence of control:
    Control terminates in taking corrective action where there is a deviation in performance from
    the desired goals.

    iii) Delegation is the key to control:


    Control is exercised by taking action, and action can be taken within the authority delegated.
    Accountability must be within the authority given to the manager.
    iv) Information is the guide to control:
    Control exercised by a manager on the basis of the information and reports from those actively
    doing the job. Such reports and information may be described as "feed-back" from
    subordinates. Feedback enables the manager to determine how far the operations.
    THE CONTROL PROCESS
    In controlling process there are three steps,
    1. Setting standards
    2. Measurement of performance
    3. Taking corrective action
    1) Setting Standards:
    Standards may be tangible or intangible. Greater emphasis should be laid on tangible
    standards. The standards in tangible terms may be in terms of output, costs, profit, time
    persons available for training etc. intangible terms standards may be for the results to be
    expected from a training program, employee morale, advertising campaign, etc.

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    Organizations create standards to help measure and monitor both productivity and
    quality efforts. People and processes are governed by qualitative and quantitative standards.
    An organization uses these standards to teach, train, and evaluate organizational performance.

    2) Measurement of Performance and comparing it against standards


    An organization measures actual performance of people and processes to ascertain if they are
    functioning according to plans and expectations. After it has been measured it will be
    compared against the established standards.
    2) Taking Corrective Actions
    As soon as the deviations are reported, it is the duty of the manager concerned to take steps to
    correct the past action or at least to bring similar action closer to the standards in future.
    When significant deviations from established standards occur, the organization must
    determine the cause by identifying the nature and scope of the problem

    TYPES OF CONTROLLING
    Controlling can be feedforward, concurrent or feedback controls.
    1. Feedforward controls are preventive in nature. They are created to screen out possible
    causes of problems. Procedures and training can be preventive as well as remedial.
    2. Concurrent controls monitor on going operations as they occur in real time, allowing for
    instant reactions and the spotting of trends.
    3. Feedback controls are after action controls. Inspecting output after an operation has been
    performed and soliciting customer feedback are examples of after-action control.
    All the three types of controls are important to managers and their organizations. When
    designed and used properly, they can prevent, identify, and correct deviations from
    established standards.

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