Supervisory management - the process of control (relating to horticulture)

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  • This element of the management process can actually occur during the planning phase. Once a process has been planned, it is necessary to set standards with which to compare the performance. It is also helpful to set interim standards to ensure that the final target will be reached. For the control process to be worthwhile, the control standards should be relevant, realistic, attainable (possible) and worthwhile.
  • Collecting information and reporting on actual performance are ongoing tasks. It helps if the activities are quantifiable and if the reports are reliable.
  • Once performance has been measured against the standard, the difference must be accounted for or evaluated. If deviations are large enough to be concerned, they should be investigated.
  • The final step in the control process is to determine what action is necessary to correct the deviation. This may include improving the actual performance, revising the strategy or lowering standards to make them more realistic.
  • Supervisory management - the process of control (relating to horticulture)

    1. 1. Supervisory Management Week 9: Lecture 2 - Controlling
    2. 2. Control: outcomes • The purpose of control • How control processes work • Various types of control • Characteristics of an effective control system
    3. 3. The purpose of control • Provides feedback
    4. 4. The purpose of control • Helps adapt to change
    5. 5. The purpose of control • Helps reduce errors
    6. 6. The purpose of control • Helps cope with increasing complexity & size
    7. 7. The purpose of control • Helps minimise costs
    8. 8. The control process 1 setting standards 2 measuring performance 3 evaluating deviations 4 correcting
    9. 9. 1. Setting standards 1 setting standards 2 measuring performance 3 evaluating deviations 4 correcting Control = revised planning Standards should be: • relevant • realistic • attainable • worthwhile
    10. 10. 1. Setting standards relevant realistic attainable worthwhile standard tolerance
    11. 11. 2. Measuring performance 1 setting standards 2 measuring performance 3 evaluating deviations 4 correcting Control should be • quantifiable Reports to be • reliable
    12. 12. 2. Measuring performance quantifiable reliable
    13. 13. 3. Evaluating deviations 1 setting standards 2 measuring performance 3 evaluating deviations 4 correcting Large deviations should be investigated.
    14. 14. 3. Evaluate deviations quantifiable reliable standard tolerance Large deviation
    15. 15. 4. Correcting 1 setting standards 2 measuring performance 3 evaluating deviations 4 correcting Correcting can include: • improving performance • revising strategies • lowering standards to be more realistic
    16. 16. 4. Correcting standard tolerance
    17. 17. 4. Correcting standard tolerance
    18. 18. 4. Correcting standard tolerance
    19. 19. 4. Correcting standard tolerance
    20. 20. 4. Correcting standard tolerance
    21. 21. Types of control • Physical resources • Financial resources • Information resources • Human resources
    22. 22. Physical resources • Capital & assets and raw materials inventory Stock-taking
    23. 23. Financial resources Organisation 1. income 2. assets 3. expenses BUDGET
    24. 24. Information resources
    25. 25. Human resources
    26. 26. Characteristics of effective control • Integration • Flexibility • Accuracy • Timeliness • Simplicity
    27. 27. Summary: what is control? • Control is a continuous process • Control is a management process • Control is embedded in each level of organizational hierarchy • Control is forward looking • Control is closely linked with planning • Control is a tool for achieving organizational activities • Control is an end process • Control compares planned performance with actual performance
    28. 28. True or False? a. Control helps cope with changes b. Control systems increase costs in an organisation c. Controls helps cope with increasing size and complexity d. Control limits errors

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