The document discusses the concept of control in management. It defines control as measuring and correcting performance to ensure goals are met. Key aspects of control include setting standards, measuring performance, comparing results to standards, and taking corrective actions. Control helps organizations operate efficiently and achieve their objectives by monitoring performance and addressing any deviations. Various control techniques are outlined, including different types of standards, comparisons, and corrective actions.

2.  > POINTED OUT THAT THERE ARE TWO PARTS TO
GIVING INSTRUCTIONS.
1. TO BE SURE THAT THE INSTRUCTIONS ARE
CLEARLY UNDERSTOOD.
2. TO CHECK TO ENSURE THAT INSTRUCTIONS
HAVE BEEN FOLLOWED.

4.  It is the measurement and feedback mechanism of
setting objectives.
 "Control refers to the task of ensuring that
activities are producing the desired results.
Control in this case is limited to monitoring the
outcome of activities, reviewing feedback
information about this outcome, and if necessary,
taking corrective actions". - Reeves and Woodward

5.  "Controlling is determining what is being
accomplished - that is, evealuating performance
and, if necessary, applying corrective measures so
that performance takes place according to plans".
- Terry and Franklin.
 It is an important function because it helps to check
the errors and to take the corrective action so that
deviation from standards are minimized and stated
goals of the organization are achieved in a desired
manner.

6.  SETTING STANDARDS
 MEASURING ACTUAL PERFORMANCE
 COMPARE RESULTS WITH OBJECTIVES AND
STANDARDS
 TAKING CORRECTIVE ACTION

7.  2 TYPES OF STANDARDS:
1. OUTPUT STANDARDS
measures performance results in terms of
quantity, quality, cost or time.
2. INPUT STANDARDS
measures work efforts that go into a performance
task

8.  Measurements must be accurate enough to spot
deviations or variances between what really occurs and
what is most desired.
 Without measurement, effective control is not
possible.

9.  The comparison of actual performance with desired
performance establishes the need for action.
 Ways of making such comparisons include:
Historical/ Relative / Engineering
Benchmarking

10.  MANAGEMENT BY EXCEPTION
Focuses managerial attention on substantial differences
between actual and desired performance.
It can save the managers time, energy and other
resources, and concentrates efforts on areas showing the
greatest need.
2 type of EXCEPTION:
Problems – below standard,
Opportunities – above standard

11.  The Best Controls in Organizations are:
Strategic and results oriented
Understandable
Encourage self control
Timely and exception oriented
Positive in nature
Fair and objective
Flexible

12.  Preliminary
 Concurrent
 Post-Action

13.  Sometimes called the feed-forward controls,
they are accomplished before a work activity
begins
 They make sure that proper directions are
set and that the right resources are available
to accomplish them.

14.  Focus on what happens during the work
process
 Sometimes called steering controls
 They monitor on-going operations and
activities to make sure that things are being
done correctly.

15.  Sometimes called feedback controls
 They take place after an action is
completed
 They focus on end results, as opposed
to inputs and activities

16.  1. They can rely on people to exercise self-control
(internal) over their own behaviour.
 2. Alternatively, managers can take direct action
(external) to control the behaviour of others.

17.  Allows motivated individuals to exercise self-control in
fulfilling job expectations
 The potential for self-control is enhanced when
capable people have clear performance objectives and
proper resource support.

18.  1. Performance appraisal systems
 2. Compensation and benefit systems
 3. Employee discipline systems
 4. Management by objectives

19.  1. Management processes
 2. Compensation and benefits
 3. Employee Discipline
 4. Information and Financial

20.  Strategy and objectives
 Policies and procedures
 Selection and training
 Performance appraisal
 Job design and work structures
 Performance modelling, norms, and organizational
culture

21.  Attract talented people and retain
them
 Motivate people to exert maximum
effort in their work
 Recognize the value of their
performance contributions

22.  Discipline is defined as influencing behaviour through
reprimand
 Progressive Discipline ties reprimand to the severity
and frequency of the employee’s infractions
 Positive Discipline tries to involve people more
positively and directly in making decisions to improve
their behaviour.

23.  1. Verbal warning
 2. Written reprimand
 3. One day suspension without pay
 4. Three days suspension without pay
 5. Termination

24. 1. In all the above processes, the immediate supervisor
monitors the infractions and relays the occurrence to
the Personnel Office / Nursing Service Office for
recording in the Employee Disciplinary Tracking
Sheet (EDTS)
2. The personnel office/Nursing Service office tracks
down the frequency and stages of the infractions and
initiates disciplinary process by preparing the
warning letter.

25.  3. The Department head endorse the warning letter
while the immediate supervisor conducts the
disciplinary counselling with the offender. The
warning letter is signed by both the supervisor and
offender and then forwarded to the Personnel
Office/Nursing Service Office for filing.
 4. For MAJOR rule violations and in cases where
investigations need to be conducted, the offender may
be “immediately” suspended indefinitely pending
investigation

26.  5. The decision to terminate lies with the
ADMINISTRATOR based on the recommendation and
findings of the Department and the Personnel Office.

27.  Activity based costing – the true cost of all products
and services.
 Economic value added – examine the value added by
all activities
 Understand the implication of key financial measures
of (ratios) organizational performance.

28.  PURCHASING
 PROJECT MANAGEMENT
 STATISTICAL QUALITY CONTROL

29.  Economic Ordering Quantity
 Automatic reorder points
 Just-in time Scheduling

30.  Program evaluation and review technique
(PERT)
Identifies and controls the many separate
events in complex projects

31.  Based on the establishment of upper
and lower control limits that can be
graphically and statistically monitored
to ensure that products meet standards

32.  One can control future happenings but not the happened.
Hence in here all the past performance is measured for
taking corrective actions for future periods.
 Every manager in an organisation has to perform the
control function. The control may be quality control,
inventory control, production control, or even
administrative control.
 Control is a continuous process, it follow a definite pattern
and time-table, month after month and year after year on a
continuous basis.

33.  Control system acts as an adjustment in organisational
operations. It mainly checks whether plans are being
observed and suitable progress towards the objectives is
being made or not, and if necessary any action to control
the deviations.
 Policies and other planning elements set by the managers
become the basis and reason for control. Through control it
is monitored whether the individuals adhere to those
frameworks or not so that organisation and management
can verify the quality of various policies.

34.  Exercising some authority and forming superior-
subordinate relationship throughout the
organisation can be established through
controlling.
 With the presence of authority or control the
individuals will work properly and exhibit better
performance to reach the targets set for them.
 Control system ensures the organisational
efficiency and effectiveness. When Proper system
exists the organisation effectively achieves its
objectives.