NHQA Criteria 4. Performance Management
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Key processes are well defined and have performance standards. Employees have clear responsibilities and customer needs drive work design. Performance focuses on productivity and financial results are regularly tracked, reported, and shared. Key metrics are used for control and improvement and other organizations are studied to set long term goals. Changes eliminate recurring problems and employees are involved in systematic improvement activities along with tradespeople.
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CONTROLLING PROCESS IN SUPERVISION
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
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Process of control- Controlling function of management
1. Establish quantitative and qualitative standards to measure organizational performance against goals. Standards include revenue, production units, costs, employee motivation and labor relations.
2. Measure actual performance using techniques like sampling, reports and observation. Performance is measured based on the same standards.
3. Compare actual performance to standards to find any deviations and analyze significant deviations, focusing on key result areas with the greatest impact like labor costs for a manufacturer. Only exceptions exceeding limits need management attention through corrective action.
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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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This document discusses organizational control and the control process. It defines organizational control as how managers monitor and regulate how efficiently an organization is achieving its goals. It describes the key things managers must evaluate like productivity, quality, customer satisfaction, and innovation. It introduces control systems as formal processes that provide managers with feedback on performance. The document outlines the characteristics of a good control system and lists the three main types of control. It concludes by detailing the four step control process of establishing standards, measuring performance, comparing to standards, and taking corrective action when needed.
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“Controlling is measuring and correcting the activities of the subordinates to ensure that events conform to plans.”
3
Planning and controlling are important functions in management. Planning establishes goals and controlling ensures those goals are achieved by monitoring performance, identifying deviations, and taking corrective actions. There is a continuous process of establishing standards, measuring actual performance, comparing the two to detect deviations, analyzing the causes of deviations, and then taking steps to correct deviations or revising standards/plans if needed. An effective control system is accurate, timely, focused on key aspects, economically feasible, coordinated with workflow, and accepted by organizational members.
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Planning and controlling are important functions in management. Planning establishes goals and controlling ensures those goals are achieved by monitoring performance, identifying deviations, and taking corrective actions. There is a continuous process of establishing standards, measuring actual performance, comparing the two to detect deviations, analyzing the causes of deviations, and then taking steps to correct deviations or revising standards/plans if needed. An effective control system is accurate, timely, focused on key aspects, economically feasible, coordinated with workflow, and accepted by organizational members.
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This document discusses controlling as a management function. It defines controlling as a process of monitoring performance and taking action to ensure desired results. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives and standards, and taking any necessary corrective action. The document outlines different types of controls like preliminary, concurrent, and postaction controls. It also discusses internal and external controls, organizational control systems, and operations management and control techniques. The overall purpose is to explain how controlling is a key management function for ensuring organizational performance meets established objectives and standards.
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This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
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The document is a PowerPoint presentation that discusses controlling and organizing functions. It defines controlling as taking necessary measures to ensure achievement of organizational goals. The controlling process involves establishing standards, measuring performance, comparing performance to standards, analyzing deviations, and taking corrective actions. Organizing is defined as identifying activities, grouping related jobs, establishing departments, assigning duties, and developing reporting relationships. The functions of controlling and organizing help achieve goals, ensure efficiency, improve motivation, and facilitate coordination within an organization.
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The document discusses different types of control based on the elements controlled and stage of control. It describes strategic control which evaluates strategy and operational control which evaluates organizational performance. It also discusses feedforward, concurrent, and feedback control based on when control is exercised. Management by exception and total quality management are also summarized, focusing on only monitoring deviations from plans, continuous improvement, and satisfying customer expectations.
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Controlling is the process of monitoring activities to ensure plans are followed and deviations are corrected. It establishes standards, monitors performance against those standards, measures actual performance, and takes corrective actions. An effective control system needs acceptability, flexibility, accuracy, timeliness, and cost effectiveness. Common controlling techniques include observation, break-even analysis, statistical reports, budgetary control, management audits, return on investment analysis, and project management tools like Gantt charts, PERT, and budgets.
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This document discusses the concept of controlling in management. It defines controlling as the process of checking actual performance against plans to ensure adequate progress. The document outlines the purposes of controlling as doing activities according to rules, achieving intended results, using resources efficiently, and identifying weaknesses. It also discusses the control process, principles, functions, objects, types, and characteristics of controlling. Finally, it explains the relationship between planning and controlling, noting that planning precedes controlling and the two functions are integral and reinforce each other.
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Operational control systems ensure day-to-day actions align with plans and objectives by focusing on recent performance and taking corrective action when standards are not met. The process of evaluation involves setting standards of performance, measuring actual performance against standards, analyzing any variances, and taking corrective actions. Standards are set by finding key performance areas and requirements, and measuring both quantitative metrics like profits and sales as well as qualitative factors. Performance is measured through accounting, reporting, and communication systems and analyzed by comparing actual results to budgets and standards.
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This document defines key terms related to business processes. It explains that a business process is a standardized set of activities that accomplish a specific task, such as processing an order. Business processes transform inputs into outputs for internal or external users. The document also discusses business process improvement, which involves measuring what matters to customers, monitoring key processes, and assigning accountability. It notes that business process modeling creates detailed flow charts of processes. Overall, the document provides an overview of business processes, improvement, and management.
Ayli̇n bpm
The document discusses business process management (BPM) and business process reengineering (BPR). It defines BPM as combining quality tools and lean management principles to quickly analyze and improve business process effectiveness and efficiency. BPR is defined as fundamentally rethinking and radically redesigning processes to achieve dramatic improvements in areas like cost, quality and speed. The document also lists the core phases of BPR as beginning organizational change, building a reengineering organization, identifying opportunities, understanding the current process, reengineering the process, blueprinting the new system, and performing the transformation. It notes potential benefits of BPR include increased productivity, reduced costs, improved quality and reduced risks, while potential challenges include major layoffs and lack of management support
Total Quality Management
TQM focuses on continuous improvement through a company-wide integrated effort to meet and exceed customer expectations. It involves commitment from senior management and all employees. The objectives of TQM include process improvement, defect prevention, and developing cause-and-effect relationships. TQM tools include quality improvement teams, benchmarking, and statistical process control. A systematic approach requires planning, providing inputs, operating processes, evaluating outputs, examining performance, and modifying processes. However, barriers to introducing TQM include the time and effort required, lack of management support, unwillingness of employees to adopt changes, and weaknesses in monitoring and middle management.
Controlling
Controlling involves measuring performance, comparing results to plans, and taking corrective actions. It is an essential and ongoing process that aims to guide actual performance towards expected performance. An ideal control system is suitable, flexible, economical, simple, objective, prompt, forward-looking, suggestive, and motivational. It provides real-time information and preventive control. Traditional control techniques include budgetary control, non-budgetary controls, management by objectives, and productivity management. Control is important for cost control, process control, purchase control, quality control, maintenance control, and planning operations.
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Technology and work design in Organizational Relation
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NHQA Criteria 4. Performance Management
- 1. B Y T O M G I L L E S P I E NHQA CRITERIA PERFORMANCE MANAGEMENT
- 2. PROCESSES • Key processes are well defined. • Key processes have performance standards. • Employees have well defined responsibilities. • Customer needs drive work system design.
- 3. MANAGEMENT • Performance focuses on productivity of key processes. • Department budgets manage financial performance. • Results are tracked and reported regularly. • Results are shared with employees.
- 4. MEASUREMENT • Key metrics tracked and used for control and improvement. • Other builders studied for improvement potential. • Systematic study of organizations outside the industry and used to set long term goals.
- 5. IMPROVEMENT • Changes made to eliminate recurring problems. • Employees actively involved in improvement activities. • A systematic approach to make improvements. • Trades involved in problem solving and quality improvement.