Transcript of "Controlling (Principles of Management)"
PROF. AMY DARAWAY
Cristobal, Dennisse Ann (LEADER)
Cusipag, Janica Marie
Cardenas, Ricky Mae
Dela Cruz, Jenny
THE FUNDAMENTALS OF
• Defining control
Entails ensuring that an event occurs as it was
planned to occur.
• Planning and Controlling
Are virtually inseparable functions
Siamese twins of management
• Murphy’s Law
Is a lighthearted adage making the serious
point that managers should continually
Check to see that organizational activities and
processes are going as planned.
• Defining controlling
Process that managers go through to control.
Process of making things happen as planned.
**** 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
THE CONTROLLING SUBSYSTEM
Can be viewed as a subsystem of the over-all
The purpose of this subsystem is to help
managers enhance the success of the overall
management system through effective
THE THREE MAIN STEPS IN
1. Measuring performance
2. Comparing measured performance to
3. Taking correlative action
Take correlative action:
PERFORMANCE TO STANDARD
The next step in controlling once
managers have taken a measure of
Before managers can determine what must be done to
make an organization more effective and efficient, the
must measure current organizational performance.
Before they can take such measurement, they must
establish some unit of measure that ranges
performance and observe the quantity of this unit as
generated by the item whose performance is being
The degree of difficulty in measuring various types of
organizational performance is determined primarily by
the activity being measured.
Is the level of activity establishes to serve as a
model for evaluating organizational
In essence, standard are the yardsticks that
determine whether organizational
performance is adequate or inadequate.
Gives us some insights into different kinds of standards
managers can establish.
GE’s following standards.
a) Profitability Standards
b) Market Position Standards
c) Productivity Standards
d) Product Leadership Standards
e) Personal Development Standards
f) Employee Attitude Standards
g) Social Responsibility Standards
h) Standard Reflecting the relative balance between short-
and-long range goals
Is a managerial activity aimed at bringing
organizational performance up to the level of
Focuses on correcting organizational mistakes
that are hindering organizational
Extent of which an individual is able to
influence others so that they respond to
• The Total Power of a manager possesses two
Position power- is power derived from the
organizational position a manager holds.
Personal Power- is power derived from a
manager’s relationship with others.
STEPS FOR INCREASING PERSONAL
A Sense of obligation toward the manager
A belief that the manager possesses a high
level of expertise within an organization
A sense of identification with the manager
The perception that they are dependent on
Making Controlling Successful
Specific organizational activities being focused
Different kinds of organizational goals
Timely corrective action
Communication of the mechanics of the
• For my thoughts are not your thoughts, neither are
your ways my ways, declares the Lord. For as the
heavens are higher than the earth, so are my ways
higher than your ways and my thoughts than your
thoughts. “For as the rain and the snow come down
from heaven and do not return there but water the
earth, making it bring forth and sprout, giving seed to
the sower and bread to the eater, so shall my word be
that goes out from my mouth; it shall not return to me
empty, but it shall accomplish that which I purpose,
and shall succeed in the thing for which I sent it.
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