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Supervisory management - the process of control (relating to horticulture)
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Supervisory management - the process of control (relating to horticulture)

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  • This element of the management process can actually occur during the planning phase. Once a process has been planned, it is necessary to set standards with which to compare the performance. It is also helpful to set interim standards to ensure that the final target will be reached. For the control process to be worthwhile, the control standards should be relevant, realistic, attainable (possible) and worthwhile.
  • Collecting information and reporting on actual performance are ongoing tasks. It helps if the activities are quantifiable and if the reports are reliable.
  • Once performance has been measured against the standard, the difference must be accounted for or evaluated. If deviations are large enough to be concerned, they should be investigated.
  • The final step in the control process is to determine what action is necessary to correct the deviation. This may include improving the actual performance, revising the strategy or lowering standards to make them more realistic.
  • Transcript

    • 1. Supervisory Management Week 9: Lecture 2 - Controlling
    • 2. Control: outcomes • The purpose of control • How control processes work • Various types of control • Characteristics of an effective control system
    • 3. The purpose of control • Provides feedback
    • 4. The purpose of control • Helps adapt to change
    • 5. The purpose of control • Helps reduce errors
    • 6. The purpose of control • Helps cope with increasing complexity & size
    • 7. The purpose of control • Helps minimise costs
    • 8. The control process 1 setting standards 2 measuring performance 3 evaluating deviations 4 correcting
    • 9. 1. Setting standards 1 setting standards 2 measuring performance 3 evaluating deviations 4 correcting Control = revised planning Standards should be: • relevant • realistic • attainable • worthwhile
    • 10. 1. Setting standards relevant realistic attainable worthwhile standard tolerance
    • 11. 2. Measuring performance 1 setting standards 2 measuring performance 3 evaluating deviations 4 correcting Control should be • quantifiable Reports to be • reliable
    • 12. 2. Measuring performance quantifiable reliable
    • 13. 3. Evaluating deviations 1 setting standards 2 measuring performance 3 evaluating deviations 4 correcting Large deviations should be investigated.
    • 14. 3. Evaluate deviations quantifiable reliable standard tolerance Large deviation
    • 15. 4. Correcting 1 setting standards 2 measuring performance 3 evaluating deviations 4 correcting Correcting can include: • improving performance • revising strategies • lowering standards to be more realistic
    • 16. 4. Correcting standard tolerance
    • 17. 4. Correcting standard tolerance
    • 18. 4. Correcting standard tolerance
    • 19. 4. Correcting standard tolerance
    • 20. 4. Correcting standard tolerance
    • 21. Types of control • Physical resources • Financial resources • Information resources • Human resources
    • 22. Physical resources • Capital & assets and raw materials inventory Stock-taking
    • 23. Financial resources Organisation 1. income 2. assets 3. expenses BUDGET
    • 24. Information resources
    • 25. Human resources
    • 26. Characteristics of effective control • Integration • Flexibility • Accuracy • Timeliness • Simplicity
    • 27. Summary: what is control? • Control is a continuous process • Control is a management process • Control is embedded in each level of organizational hierarchy • Control is forward looking • Control is closely linked with planning • Control is a tool for achieving organizational activities • Control is an end process • Control compares planned performance with actual performance
    • 28. True or False? a. Control helps cope with changes b. Control systems increase costs in an organisation c. Controls helps cope with increasing size and complexity d. Control limits errors

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