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Chapter 7-Controlling

This document discusses controlling as a management process. It defines controlling, explains its importance, and outlines the process and types of control. The process of control involves setting standards, measuring actual performance, comparing performance to standards, and responding to any deviations. There are three types of control: pre-action, steering, and post-action control. An effective control system must be accurate, timely, objective, focused on strategic points, and flexible. Barriers to successful control can include game playing, delays, negative attitudes, over-control, and under-control.

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Nur Izzah
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44 views11 pages

Chapter 7-Controlling

This document discusses controlling as a management process. It defines controlling, explains its importance, and outlines the process and types of control. The process of control involves setting standards, measuring actual performance, comparing performance to standards, and responding to any deviations. There are three types of control: pre-action, steering, and post-action control. An effective control system must be accurate, timely, objective, focused on strategic points, and flexible. Barriers to successful control can include game playing, delays, negative attitudes, over-control, and under-control.

Uploaded by

Nur Izzah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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CHAPTER 7

Controlling

MUHAMMAD HANIF ABDUL GAFAR@UiTM KEDAH/2011


Definition
 stoner : The process to assure that actual activities
conform to planned activities

 lewis: A process of monitoring performance and taking


action to ensure desired results

 A process through which managers regulate organizational


activities to make them consistent with expectations and
help them achieve predetermined standards of
performance
The Importance of Controlling
 Assistthe management process
 Deal with change or uncertainty
 Deal with complexity
 Deals with human limitations
 Help delegation and decentralization to
run smoothly
 Minimize costs
 Adapt to environment change
Process of Control
Process of Control
 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.
Process of Control
 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.
Types Of Control
(Control methods/control system)

 Pre-Action Control (Feed forward control)


◦ Control that prevents anticipated problems

 Steering Control (Concurrent control)


◦ Control that takes place while an activity is
in progress

 Post-Action Control (Feedback control)


◦ Control that takes place after an action
 Provides evidence of planning effectiveness
 Provides motivational information to employees
Types of Control
What is control system?

It is about input level, the


transformation process and output level
Characteristics of an effective control
system

 Accurate (Information)  Consistent with the


 Timely organization’s structure
 Objective and  Acceptable by
Comprehensive organizational members
 Focused on strategic  Utilize all steps of the
Control Points control process
 Flexibility  Understandable and
justifiable
 Corrective action
Barriers to successful control
 Game playing
◦ Manipulating resources usage

 Operating delays
 Negative attitude
◦ Professional resist control

 Over-control
◦ Limiting individuals job autonomy

 Under-control
◦ Granting a lot of autonomy to individuals

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