Controlling(main)
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Controlling involves three main steps: 1) Establishing standards or targets to measure performance against, which can be measurable metrics like costs or outputs, or intangible factors like employee attitudes. 2) Measuring actual performance. This should ideally be done proactively to detect deviations early. It involves reports and measuring attitudes, morale, development, and communication. 3) Correcting any deviations found by modifying plans, goals, or taking other actions. Controlling ensures operations align with established plans, orders, and principles. Its goal is to identify mistakes to rectify them and prevent recurrences.
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1. Establish quantitative and qualitative standards to measure organizational performance against goals. Standards include revenue, production units, costs, employee motivation and labor relations.
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This document discusses the process of controlling in a business context. It begins by defining controlling and its importance in achieving organizational goals and ensuring standards are met. It then outlines key aspects of the controlling process: setting standards, measuring performance, comparing actual performance to standards, analyzing any deviations, and taking corrective measures. The document also notes some limitations of controlling, such as its inability to control external factors and difficulty in setting quantitative standards. It provides examples throughout to illustrate controlling concepts.
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Controlling is the process of monitoring activities to ensure they are accomplished as planned and correcting deviations. It is a systematic, continuous process that involves establishing standards, measuring performance, comparing actual results to standards, and correcting deviations. Planning precedes controlling, and controlling ensures plans are followed. The controlling process establishes measurable standards, measures performance, compares actual results to standards, and corrects any deviations through actions like revising plans or processes. There are different types of controls, including feed forward controls to prevent deviations, concurrent controls to monitor ongoing work, and feedback controls to review work after it is done.
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The document discusses the topic of controlling in management. It provides a 4-step controlling process: 1) establishing objectives and standards, 2) measuring actual performance, 3) comparing actual performance to standards, and 4) taking corrective actions. It also discusses different tools that can be used for organizational control, such as budgetary control, financial ratio analysis, PERT/CPM methods, and balanced scorecards. Contemporary issues in control mentioned include workplace privacy vs monitoring, employee theft, workplace violence, and corporate governance.
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The four-step process of control establishes performance standards, measures actual performance, compares actual performance to standards, and takes corrective action if needed. Setting performance standards establishes quantitative and qualitative goals. Measuring actual performance involves evaluating outcomes against intended goals using both top-down and bottom-up approaches. Comparing actual performance to standards determines any variations between the two. Taking corrective action prescribes changes when performance deviates from standards. All four steps are important for effective management.
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Controlling is an ongoing process that involves establishing performance standards, measuring actual performance, comparing the two, and taking corrective actions. It helps management ensure goals are achieved efficiently by minimizing deviations. Planning and controlling are closely related, with planning defining goals and controlling monitoring their achievement. Various control tools and techniques can be used for financial, quality, marketing, human resource, and information technology functions.
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The document discusses the controlling function of management. It defines controlling as monitoring, comparing, and correcting work performance to ensure objectives are met properly and on time. The main types of control discussed are feedforward, concurrent, and feedback controls. Various control tools and techniques are also outlined, including project management, inventory control, financial ratios, balanced scorecards, and management information systems. Characteristics of effective control systems emphasize being suitable, timely, objective, flexible, economical, and focusing on strategic points while motivating high performance.
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The document discusses controlling by defining it as measuring performance and taking action to ensure desired results. It identifies the four main steps in the control process as establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action as needed. Finally, it outlines different types of controls such as preliminary, concurrent, and past action controls, as well as internal vs. external controls.
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Controlling is a managerial function that involves monitoring performance, comparing it to standards, and taking corrective action. There are three main types of organizational control systems: output control using budgets, behavioral control through direct supervision, and bureaucratic control using rules and standard operating procedures. Clan control also influences behavior through shared values and norms within an organization. Effective control systems provide accurate and timely feedback while allowing flexibility for managers to respond to issues.
Controlling
Management control involves ensuring actual activities conform to plans by verifying advancement of objectives and organizational efficiency. The document discusses various control methods managers can use, including financial statements, budgets, audits, and performance metrics. Control is an ongoing, feedback-based process aimed at monitoring performance and making adjustments to plans or operations as needed.
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