Week 7 - Controlling

Week 7 - Controlling

1. Steps in control process

   • Organising
   • Planning
   • Leading
   • Controlling
     • ROLE - ensures plans are fulled and performance targets met and corrective action taken

2. Controlling = The process of measuring performance and taking action to ensure planned outcomes are achieved

3. Control Process - thermostat example

   • 1 - establish objectives/standards
     • . Output standards- quantity, quality.
     • Input standards- measure work efforts
   • 2- measure performance
     • Goal - accurately measure (output S and perfoamnce input S)
     • Common failure - inability to measure - wout measure, control not possiblw
   • 3 Compare results with objectives
     • Need for action = desired performance - actual performance
       • Historial = past performance as a benchmark
       • Reletive = p. of other peoples as standard
       • Engineering = standards set scientifically
   • 4 take corrective action
     • management by exception focuses attention bt actual and desired p.
       • Problem Situation
         • Ac. P. below standard
       • opportunity situation
         • Above standrd
           • tke action to continue this
       • After-action review examines results to ide. lessons learnt

4. 3 types of controls

   • Feedforward (prelim.)
     • Work inputs (before work begins)
       • Ensure right directions are set and right resources
       • Preventative. What needs to be done before we begin
   • Concurrent (steering)
     • Work throughputs
       • WOrk happens during. Action taken before task completed
       • What can we do to improve before we finish
   • Feedback (post action)
     • Work outputs
       • Quality of end results
       • Now finished, how did we do?
       • Useful for things in future. Also for allocating rewards

5. Controls

   • Internal
     • Self discipline / Relies on control of their own bahaviour
     • If can create a motivating environment
     • Theory Y
     • Increases when people create own goals, participative cultures, personal initiative, support for role
   • External
     • Direct supervision/admin systems
     • managers take direct action
     • Theory X
     • Classic form - bureaucratic control
       • Flows through heirachy of authority/ Policies and procedures
       • External environment - laws/reg govern behavior
   • Clan control
     • Power of collective idientity
     • Behave in ways of expectations - dress, language, behaviour
   • Market Control
     • Influence of market competition on behavior
     • E.G green products/sustainable practices

6. Management by Objectives

   • Planning.controlling working together
   • Joint objective setting bt manager and staff
   • High performance - work with them to set targets, give support, hold accountable.
   • Disadvantages - quantification difficult - service component - benefits might not be realised until later