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    jhey durkha
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    The document describes the controlling process and types of control. The controlling process involves 4 steps: 1) establishing standards and methods for measuring performance, 2) measuring actual performance, 3) determining if performance matches standards, and 4) taking corrective action if needed. There are three main types of control: feedforward, concurrent, and feedback control. Feedforward tries to anticipate problems, concurrent monitors ongoing activities, and feedback uses past performance to inform the future.

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    The document describes the controlling process and types of control. The controlling process involves 4 steps: 1) establishing standards and methods for measuring performance, 2) measuring actual performance, 3) determining if performance matches standards, and 4) taking corrective action if needed. There are three main types of control: feedforward, concurrent, and feedback control. Feedforward tries to anticipate problems, concurrent monitors ongoing activities, and feedback uses past performance to inform the future.

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    31 views14 pages

    T12 - Controlling

    Uploaded by

    jhey durkha
    The document describes the controlling process and types of control. The controlling process involves 4 steps: 1) establishing standards and methods for measuring performance, 2) measuring actual performance, 3) determining if performance matches standards, and 4) taking corrective action if needed. There are three main types of control: feedforward, concurrent, and feedback control. Feedforward tries to anticipate problems, concurrent monitors ongoing activities, and feedback uses past performance to inform the future.

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    of 14

    Topic 12

    CONTROLLING

    1-14 1
    LEARNING OUTCOMES
    By end of this topic, you should able to:
    • describe the control process;

    • differentiate between the three types of control.

    1-14 2
    The Control Process

    • Controlling helps managers eliminate gaps between actual


    performance and goals.

    • Comparing whether the activities are carried out according to


    the strategy. If this is not performed then necessary corrective
    action should be taken.

    1-14 3
    4 Steps of Control Process are:

    • Establishing standards and methods for measuring.

    • Measuring performance.

    • Determining whether performance matches the


    standard.

    • Taking corrective action.

    1-14 4
    Examples: “forward-looking basis” “change performance;
    “Industrial enterprises” (detect deviations in change original standards”
    (sales, production targets); advance)
    “Service industries”
    (customer waiting time,
    no. of new clients)

    “everything under control”.

    1-24 5
    1. Establishing Standards and Methods for
    Measuring Performance

    Criteria of performance are selected, signals about how things are


    going.

    E.g. Industrial enterprises (sales, production targets);

    Service industries (customer waiting time, new clients attracted by an


    advertising campaign)

    1-14 6
    2. Measuring the Performance

    • Should be done on a forward-looking basis so that deviations


    may be detected in advance.

    • If standards are appropriately drawn, determining exactly what


    subordinates are doing, appraisal of actual or expected
    performance is fairly easy.

    1-14 7
    3. Determining whether Performance
    Matches the Standard

    • If performance matches, managers may assume that


    “everything is under control”.

    1-14 8
    4. Taking Corrective Action

    • The corrective action could involve a change in one or more


    activities of the operations.

    • It could involve a change in the original standards rather than a


    change in performance.

    • It should be on devising constructively to bring performance up


    to a standard rather than merely identifying a past failure.

    1-14 9
    Preventive Corrective

    1-24 10
    Types of Control

    Feedforward control:
    • A controlled impact from which you are expecting output.

    • Future-directed, they attempt to detect and anticipate problems


    or deviations from the standards in advance of their occurrence.

    • In-process control allowing corrective action to be taken in


    advance of the problem.

    1-14 11
    Concurrent control:
    • A process of monitoring and adjusting ongoing activities.

    • A real-time control as it relates to current.

    • A set of procedures are implemented to monitor project


    execution in order to find and solve problems or potential
    problems in a timely manner.

    1-14 12
    Feedback control:
    • Gather information about a past activity, and evaluating that
    information, and taking steps to improve similar activities or
    action in the future.

    • Historical in nature and is also known as post-action control.

    • Feedback allows managers to use past performance information


    to inform future performance in line with planned objectives.

    1-14 13
    SUMMARY
    • The “Controlling Process” is a method that can be used to make sure
    standards are being met with an organizational goal, if not, taking
    corrective measures for deviations which have occurred .

    • Feedback control, concurrent control, and feedforward are some


    types of management control.

    • Controlling helps managers eliminate gaps between actual


    performance and goals.

    1-14 14

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