Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Controlling – To ensure results. Measure performance, take corrective action Organizing – To create structures Planning – To set the direction. Leading – To inspire effort. CHAPTER 7 – CONTROLLING: TO ENSURE RESULTS HOW CONTROLS WORK Controlling: a process of measuring performance and taking action to ensure desired results. The purpose is straightforward – to make sure that plans are fulfilled and that actual performance meets or surpasses objectives. This shows how controlling fits in with the rest of the management process. Planning: sets the directions and allocated resources. Organizing: brings people and material resources together in working combinations. Leading: inspires people to best utilize these resources. Controlling: sees to it that the right things happen, in the right way, and at the right time. It helps to ensure that the performance contributions of individuals and groups are consistent with strategic and operational plans. It helps ensure that performance accomplishments throughout an organization are will integrated in means-ends fashion. Helps to ensure that people comply with organizational policies and procedures. STEPS IN THE CONROL PROCESS (reciprocal steps 1,2,3,4,1,2…) 1. Establish objectives and standards 2. Measure actual performance 3. Compare results with objectives and standards 4. Take corrective action as needed. STEP 1: ESTABLISH OBJECTIVES AND STANDARDS The control process beings when performance objectives and standards are set through planning. The objectives provide the performance targets and the standards provide the yardstick for assessing actual accomplishments. Output standards: measure results in terms of performance quantity, quality, cost, or time. o EX: percentage error rate. Input standards: measure effort in terms of the amount of work expended in task performance. They are used in situations where outputs and difficult or expensive to measure. o EX: conformance to rules and procedures, work attendance.
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
STEP 2: MEASURING ACTUAL PERFORMANCE The measurement must be accurate enough to spot significant difference between what is really taking place and what was originally planned. A common failure in orgs is an unwillingness or inability to rigorously measure performance. Often, this involves reluctance by managers to specifically assess the accomplishments of other people at work. With out measurement, effective control is NOT possible. STEP 3: COMPARING RESULTS WITH OBJECTIVES AND STANDARDS This establishes whether or not there is a need for corrective action. Control equation: o Need for action = Desired Performance – Actual Performance o Can be applied in an historical comparison that uses past performance as a standard for evaluating current performance. o
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 04/07/2008 for the course MGTOP 301 taught by Professor Bryan during the Spring '07 term at Washington State University .

Page1 / 7


This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online