Module 10: Controlling

Controlling

use of formal authority to assure the achievement.

1. Assisting

2. Regulating

3. Monitoring

4. Evaluating

involved in controlling.

Management Control

negative connotation; sound dominating, coercive, heavy-handed.

Coordinating

preferred term to use rather than “controlling”.

1. Promotes effective use of resources

2. Provides professional reinforcements

3. Maintains activity and expectations

functions of controlling.

1. Critical Few

2. Point of Control

3. Self-Control or Discipline

principles of controlling.

Critical Few

fewer people involves in control brings about the best results; principles unity of direction or unity of command.

Point of Control

centralization or decentralization of authority.

Self-Control

translates to personal acceptance of responsibility and accountability.

Pre-Action Control

controlling by means of personal supervision and utilizing control checks consisting of policies and procedures.

Post-Action Control

controlling as the task or function is being performed or may have been performed and correcting deviations.

Feedforward Controls

operations before they begin, implements control before the process begins.

Prevent Anticipated Problems

goal of feedforward controls.

Regular Maintenance

feeds forward to prevent problems; safety systems, training programs, and budgets.

Concurrent Controls

apply to processes as they are happening.

Feedback Controls

focus on the results of operations; guide future planning, inputs, and process designs.

Performance Variance

can also be the result of an unrealistic standard.

1. Accuracy

2. Timeliness

3. Cost effectiveness

4. Understandability

guidelines for designing effective control systems.

Accuracy

steps or mechanisms of control must be clear and vivid with significant implications.

Timeliness

activities are planned with time target set.

Cost Effectiveness

resources used are well-maintained and enough or adequate to meet the needs of the unit.

Understandability

policies and procedures are simple, easy to understand and can be implemented with less difficulty.

1. Establish and Specify Criteria and Performance Standards

2. Monitor and Measure Performance Care Services and Evaluate It

3. Compare Performance with Standards, Models or Criteria

4. Enact Remedial Measures or Steps to Correct Deviations

steps in the control process.

Control Process

serves as the criteria against which performance is measured, and give an idea of the level of performance that managers can expect of a person.

Standards

guidelines established as basis for measurement.

Time Controls

deadlines and time constraints.

Material Controls

relate to inventory and materials needed.

Equipment Controls

are built into the machinery, imposed on the operator to protect the equipment against failure or damage.

Cost Controls

help ensure that cost standards are met.

Employee Performance Controls

focus on actions and behavior at individual and group of employees.

Budget Controls

refer to cost or expense related standards.

Financial Controls

facilitate achieving the organization’s profit motive.

Budgets

allocate resources to important activities to provide supervisors with quantitative standards.

Operations Control

assess how efficiently and effectively an organization’s transformation processes create goods and services.

Statistical Process Control

use of statistical or mathematical methods and procedures.

Control Chart

displays the results of measurements over time and provides a visual means of determining whether a specific process is staying within predefined limits.

Justice-In-Time System

timely application of materials for use in case nurses need it.

Communication, Coordination, and Cooperation

required from supervisors and employees to deliver the smallest possible quantities at the latest possible date at all stages.

Nursing Rounds

nurses pay particular attention to issues of patient care and nursing practice.

Quality Assurance

monitors compliance of nursing personnel with established standards in terms of nursing care given to patients.

Nursing Audit

documentation of the quality of nursing care.

1. Prioritizes nursing care

2. Identify deficiencies

3. Used to increase performance

purposes of nursing audit.

Evaluation of Performance

is necessary to ensure that tasks are being carried out as planned.

Variation

actual accomplishment is matched with the accepted standard to check and compare if there are delays or deviations from the standards.

Program Evaluation and Review Technique

employs a matrix that uses network of activities represented in a chart.

Benchmarking

seeks out the best so as to improve its performance.

Master Control Plan

used by managers depicting its functions, goals and objectives to be accomplished.

Takes Necessary Action

the supervisor must find the cause of performance deviation from the standard, takes action to remove or minimize the cause.

Immediate Corrective Action

if the source of variation in work performance is from a deficit in activity.

Basic Corrective Action

determine how and why performance has deviated and correct the source of deviation.

1. Cyclical

2. Leads to management expecting employee behavior to change

3. Anticipatory and Retrospective

4. Each person in health care delivery views control as his responsibility

5. Builds on planning, organizing, and leading

characteristic of the control process.

Market Control

uses of pricing mechanisms and economic information to regulate activities within organization.

Bureaucratic Control

uses rules, regulations and authority to guide performance.

Clan Control

uses culture, shared values, beliefs, expectations and trust among group members.

Self-Control

aka advocacy control; complementary to market, bureaucratic and clan control.

Performance Appraisal

method of acquiring and processing information needed to improve the individual’s performance and accomplishments.

Trait Rating Scale

method of rating a person against a set standard which may be the job description, desired behavior, and personal traits.

Job Dimension Scale

focuses on job requirements and the quality work performance.

Behaviorally Anchored Rating Scale

focuses on desired behaviors to improve performance.

Checklist

composed of behavioral statements that represent desirable behavior.

Peer Review

collegial evaluation of the performance done to promote excellence in practice and offer information, support, guidance, criticisms, and direction to one another.

Self-Appraisal

allows the employees to evaluate his own performance.

Halo Effect

has tendency to overrate staff based on the rater’s first impression of the ratee.

Logical Error

the first encounter may provide the rater the qualities or specific traits which serves as bars to the quality of performance of the ratee.

Central Tendency Error

rates the staff as average; feedback tools are inadequate and when there is no sufficient time for the rater to observe the ratee.

Leniency Error

there is the propensity to overlook or observe the weaknesses and mistakes of the person being evaluated leading to an inaccurate picture of the job performance.

Hawthorne Effect

behavior of the ratee changes simply because he is observed by the rater.

Horn’s Effect

this occurs when rating an employee very low because of an error committed.

Game Playing

control is something to be beaten, a game between the “boss and me, and i want to win.”

Resisting Control

a passive aggression or negative reaction to too much control will look back on what is supposed to be done.

Providing Inaccurate Information

a lack of understanding of why the information is needed and important to leading to “you want numbers, we will give you numbers.”

Following Rules to the Letter

people following dumb and unprofitable rules in reaction to “do as i say”.

Sabotaging

stealing, discrediting other workers, chasing customers away, gossiping about the firm to people in the community.

Playing One Manager Off Against Another

exploiting lack of communication among managers, asking a second manager the staff does not like the answer from the first manager.

Change

means substituting one thing for another, experiencing a shift in circumstances.

1. Equilibrium

2. Denial

3. Anger

4. Bargaining

5. Chaos

6. Depression

7. Resignation

8. Openness

9. Readiness

10. Reemergence

emotional stages of change.

Equilibrium

sense of balance and inner peace before the change occur.

Denial

energy is drained by the denial of the reality of change.

Anger

energy is used to ward off the change.

Bargaining

energy is used to eliminate the change.

Chaos

energy is diffused with loss of identity and direction.

Depression

no energy is left to produce results.

Resignation

energy is expended to accept change passively.

Openness

renewed energy is available.

Readiness

there is willingness to use energy to explore new events.

Reemergence

energy is rechanneled producing empowerment.

External Forces

are events or happenings that influence the organization as a whole or its top management.

Internal Forces

originate primarily from inside operations or are the results of external changes.

Empirical-Rational

are based on the assumption that people are rational and behave according to rational self-interest.

Narrative-Reeducative

are based on the assumptions that people are consistent to their commitment to socio-cultural norms and values.

Power-Coercive

involve the compliance of the less powerful with the leadership, plans and direction of the more powerful.

1. Lack of Trust

2. Fear of Failure

3. Misunderstanding

reasons for resistance to change.

Total Quality Management

focused on quality based on the participating of all its members and aimed at long-term success through customer satisfaction.

Total

involving the entire organization, chain, and/or product or outcome life cycle.

Quality

with its usual characteristics, with all its complexities to meet total client satisfaction.

Management

the system managing the organization.

Kaizen

focuses on “continuous process improvement” to make processes visible, repeatable and measurable.

Atarimae Hinshitsu

the idea that “things will work as they are supposed to.”

Kansei

examining the way the user applies the product leads to improvement in the product itself.

Miryokuteki Hinshitsu

the idea that “things should have an aesthetic quality.”