Effective controlling in human ,material and equipment is mandatory to run a hospital unit effectively

1. Management Function
By: Ms. Shanta Peter

2. Controlling
Definition
• Is the process of monitoring activities to ensure
that they are being accomplished as planned and
correcting any significant deviations
• Control is checking current performance
against pre-determined standards
contained in the plans, with a view to
ensure adequate progress and satisfactory
performance.

3. • Control like a ship’s rudder….
Keeps an organization moving in the
desired direction
Controlling has got two basic purposes
• It facilitates co-ordination
• It helps in planning

6. Purposes
• Ensure achievement of objectives
• Help to motivate employees
• Improves communication between supervisor &
subordinate
• Helps the organization to determine if its meeting
its goal
• To comply with essential organization rules and
policies

8. Features/characteristics
of Controlling
• Continuous function- it is performed by managers at
all levels and in all type of concerns.
• Forward looking- Controlling always look to future so
that follow-up can be made whenever required.
• Dynamic process- since controlling requires taking
review methods, changes have to be made wherever
possible.
• Related with planning- Without planning, controlling
is a meaningless -without controlling, planning is useless.
Planning presupposes controlling and controlling succeeds
planning 

9. 
• An end function- A function which comes
once the performances are made in
conformities with plans.
• Flexible – Control system must be flexible
enough to accommodate change
• ACCURATE – Information on performance must
be accurate
• Timeliness- A control system must provide
information as often as necessary
• Objectivity- Control system must be free from
bias and distortion

10. Areas of Control
• Physical resources – quality control.
inventory , equipment
• Human resources - selection and placement,
training and development , perf. appraisal and
compensation
• Information resources- Public relation
• Financial resources – budgets --

11. Types of Control
• Preliminary – Feed-Forward control –
done before a work activity begins – make sure the
proper direction and the right resources are available
to accomplish them
• Concurrent: -Steering control-
Focus on what happens during the work process
Monitor ongoing operation and activities to make sure
that thing’s are been done correctly-correct problems
as they occur
• Post action : Feedback controls – take place after an
action is completed –
They focus on results as opposed to inputs and activities

12. TYPES (Mangers have 2 broad options
with respect to control)
Internal Control
• control motivated individuals to exercise self
control in fulfilling job expectations
• Individuals have clear performance objectives
and proper resource support
External controls
• Personal supervision and the use of formal
administrative systems
• Performance appraisal systems, compensation and
benefit systems, employee discipline system
• Management by objectives

13. How to Control?
• Ensure that work is done according to objectives
• Help to recognize gap in the staff performance,
knowledge and understanding and arrange for
appropriate training
• Recognize good work of staff and recommend for
promotion and advance training
• Ensure that resources provided are adequate and
are being properly used
• Enable the management to identify the causes of
work difference

14. Effective Controls
The best control in organizations are-
• Strategic and results oriented
• Understandable
• Encourage self control
• Timely and exception oriented
• Positive in nature
• Fair and objective
• Flexible

15. Methods of Control system:
• Personal observation
• Using work schedule
• Clarify activities all the time
• Checking record and report
• Instruction

16. Controlling – its relation to other Functions
• Planning – is the basis – reciprocal relationship
Plan – goals – objectives --directs the behavior and
activities
--- affects controlling
• Action as essence of control- emphasizes what
actions can be taken , important for
organizational effectiveness
• Delegation is the key control action can be taken
only by managers has responsibility and authority
to get things done
• Information as a guide –control action- guide by
adequate information
Mgt information and mgt control is closely inter related

17. Nursing service Control system
• Establishing standards for measuring
performance
• Establishing methods for actual performances
• Measuring actual performance
• Compare result with standards and objectives
• Reinforcing strengths or success

18. Controlling the problem employee
• Absenteeism – tardiness…… personality
conflicts.... excessive gripping... displays of
dissatisfaction.. resentment, pessimism or
indifference
• Substance abuser--------------chronic disruptive
behavior
It lead to – affect on unit productivity—
peer to feel anger and resentment
towards the troublesome worker

19. 1. Gather facts – running commentary
2. Develop written plan with employee for a
change in behavior
3. Obtain signatures and schedule for meeting
for 2 weeks later
4. Document significant positive /negative
behavior during the next 2 weeks
5. Hold a second meeting
6. Meet with employee again .................
7. ..................................................(1)

20. Why to Control ?
• Managing people performance
• Coping with uncertainty
• Detecting irregularities
• Identifying opportunities
• Handling complex situations
• Delegation
• Minimizing goals
• Basis for planning

21. Importance of Control
Adjustment in operations
• Objectives – basis of control
• Adjustment done through control
Policy verification
• Policies generate the need for control
• Managers set certain policies which become
the basis and reason for control
• Verify the quality of policies

22. Organizational Control systems
1.Management processes
• mission
• Policies and procedures
• selection and training
• Performance appraisal
• Job design and work structures
• performance modeling, norms, and org culture
2.Compensation and benefits
• Attract talented people and retain them
• Motivate people to exert maximum effort in their work
• Recognize the value of their performance contributions


23. 3.Employee discipline
• Discipline is defined as influencing behavior
through reprimand
• Positive discipline tries to involve people
more positively and directly in making
decisions to improve their behavior

24. “ The HOT STOVE Rule”
To be effective discipline should be –
IMMEDIATE
Focus on activity not personality----
Consistent---informative ---
Occur in a supportive setting ---
Support realistic rules

25. Managerial responsibility
• Created through assignment of activities to
various individuals
• Starts at the top level and goes down to the
bottom level
• Manager is responsible for the ultimate
performance of his subordinates
Psychological pressure
• - on individuals to perform better
• Rewards and punishments based on the
performance

26. Coordination in action
• Coordination is achieved through proper
performance
• Manager coordinates the activities of the
subordinates to achieve the organizational
goal
Organizational efficiency and effectiveness
• Proper control ensure organizational efficiency
and effectiveness