2. MEANING OF CONTROL
Checking current performance
against pre-determined standard.
Evaluating performance and if
necessary applying corrective
measure so that the performance
take place according to plans.
4. STRATEGIC & OPERATIONAL
CONTROL
Strategic control allows you to step back and look
at the big picture and make sure all pieces of the
picture are correctly aligned.
Operational control in contrast to strategic control
is concerned with executive the strategy where
operational control are imposed, they function with
framework established by strategy.
5. TYPES OF CONTROL OF
MANAGEMENT
Control proactivity Behavioral control Outcome control
• Feed forward control • orgnitional culture • Market demand
• Concurrent control • Hands on management
supervision during project
• The real time speed of a
productivity line
• Feedback control • Qualitative measure of
customer satisfaction
• Financial measure such
as profitability sales
growth
6. FEEDFORWORD CONTROL
Feed forward control focus on the
regulation on input(human, material,
finance resources that flow into the
organization) to ensure that they meet the
standard necessary for transformation
process feedforword control are desirable
because they allow management to
prevent problem rather than having to cure
them latter. Unfortunately these control
require timely and accurate information
that is often difficult to develop
feedforword control also its sometimes
called preventive and pre-control.
7. CONCURRENT CONTROL
concurrent control take place while
an activity is in progress .it involve
the regulation ongoing activity that
are part of transformation progress
to ensure that they conform to
organitional standards.
8. FEEDBACK CONTROL
This type of control focus on the
output on the organizational after
transformation complete. Sometimes
called output control or post action,
fulfills a number of important
function. For one thing it often is
used when feedforword and
concurrent control are not feasible
or are too costly.
9. Feedback control
provide manager with
meaningful information
on how effective its
planning effort was.
Feedback indicates little
variance between
slandered and actual
performance these is
evidence that planning
was generally on target.
If the deviation is the
great, a manger can
used these information
when formulating new
plans to make them
more effective.
Feedback control can
enhance employee
motivation.
TWO ADVANTAGES OF FEEDBACK
CONTROL
