MOD 10
Controlling - management function aimed at regulating organizational activities so that actual performance conforms to expected organizational standards and goals
Depends on human behavior – controlling is largely geared toward ensuring that employees behave in ways that facilitate the reaching of organizational goals.
Coping with uncertainty – Uncertainty arises because organizational goals are set for future events on the basis of the best knowledge at the time, yet things do not always go according to plan.
Coping with uncertainty - EXAMPLE Changes in customer demands, technology and availability of raw materials.
Detecting irregularities – Controls can detect irregularities such as poor quality, cost overruns or rising personnel turnover. Early detection can often save a great deal of time and money by preventing minor problems from mushrooming into major ones
Detecting irregularities - EXAMPLE Erroneous results brought about by deteriorating reagents
Identifying opportunities – controls can highlight situations in which things are going better than expected, thereby alerting management to possible future opportunities.
Identifying opportunities - EXAMPLE Monthly statistics and census can highlight which services are in demand so this data can be used to develop successful merchandising strategies, vendors to buy from and how to market the services
Handling Complex situations – controls enhance coordination.
Handling Complex situations – EXAMPLE Send-outs for lab increases complexity and calls for further consideration of necessary controls. Proper coordination of COC (chain of custody) should be monitored.
Decentralizing authority – With controls, managers can foster decision making at lower levels in the organization but still maintain a handle on progress
Decentralizing authority – EXAMPLE Decisions by Med Tech on whether to repeat test run or not without having to consult Chief med tech
LEVELS OF CONTROL - Just as planning responsibilities differ by managerial level, parallel control responsibilities exist at each level.
Strategic Control (Top Management) – involves monitoring critical environmental factors to ensure that strategic plans are implemented as intended, assessing the effects of such actions, and adjusting when necessary. Reporting is done annually, semi-annually or quarterly)
Tactical Control (Middle Management) – Focuses on assessing the implementation of tactical plans at department’s levels, monitoring associated periodic results, and taking corrective action as necessary. Reporting is done weekly, or monthly.
Operational Control (Low Management) – involves overseeing the implementation of operating plans, monitoring, monitoring day to day results and taking corrective action when required.
Determine the Areas to control - Managers must first decide which major areas will be controlled. Usually, managers base their main controls on the organizational goals and objectives.
Measure Performance - means the measuring of performance will depend on the standards that have been set. For a given standard, a manager must decide with how to measure actual performance and how often to do so.
Compare performance against the standard based on the reports that summarize planned versus actual results - Presentation can be done orally, written, generated automatically by computer, networks (linked computers).
Management by Exception - A control principle which suggests that managers should be informed of a situation only if control data show a significant deviation from the standard.
Management by wandering around - Comparing performance and standards by walking around work areas and observing conditions.
360-degree feedback mechanism - an evaluation approach that provides an individual with ratings of performance by a variety of relevant sources such as supervisors, peers and costumers.
Recognize Positive Performance - When performance meets or exceeds the standard set, managers should recognize the positive performance. Can be done in different ways: spoken “well done”, bonuses, training opportunities or pay raises.
Take corrective action as necessary - assessment of reasons why and take corrective action. Sometimes, managers may conclude that the standards are in fact inappropriate, usually because of changing conditions, and that corrective action to meet standards is therefore not desirable. More often though, corrective actions are needed to reach standards.
Adjust standards and measures as necessary - The tended to check standards periodically to ensure that the standards and associated performance are still relevant for the future. For another, exceeding standard may signal unforeseen opportunities, the potential to raise standards, and/or the need for possible major adjustments in organizational plans. If standards are met, changing conditions may make it possible to raise standards for future effects.
PRE ANALYTICAL FEED FORWARD ( OTHER NAME) - Preliminary, Pre-control, Preventive or Steering control
PRE ANALYTICAL FEED FORWARD (FOCUSES) - Regulation of Inputs
PRE ANALYTICAL FEED FORWARD (EMPHASIS) - Prevention to preclude later serious difficulties in the production processes
ANALYTICAL CONCURRENT (OTHER NAME) - Screening, Yes or no Control
ANALYTICAL CONCURRENT (FOCUSES) - Regulation of Ongoing Process
ANALYTICAL CONCURRENT (EMPHASIS) - Identifying difficulties in the productive process that could result in faulty output
POST ANALYTICAL FEEDBACK (OTHER NAME) - Post-Action or Output Control
POST ANALYTICAL FEEDBACK ( FOCUS) - Regulation after a product or service has been completed
POST ANALYTICAL FEEDBACK (EMPHASIS) - Serve as a final means of checking for deviations.
POST ANALYTICAL FEEDBACK (EMPHASIS) - Provide information that will facilitate the planning process.
POST ANALYTICAL FEEDBACK (EMPHASIS) - Provides output information that is particularly useful in the process of rewarding Employee performance.
Multiple Control systems – systems that us 2 or more of the feed forward, concurrent and feedback control processes and involve several strategic control points. This was developed because of the need to control various aspects of a productive cycle, including inputs, transformation and outputs.
Cybernetic control – is a self-regulating control system that once put into operation, can automatically monitor the situation and take corrective action when necessary.
Non-cybernetic control – relies on human discretion as a basic part of its process.
Bureaucratic Control – relies on regulation through rules, policies, supervision, budgets, schedules, reward systems and other administrative mechanisms aimed at ensuring that employees exhibit appropriate behaviors and meet performance standards.
Clan Control – relies on value, beliefs, traditions, corporate culture and shared norms, and informal relationships to regulate employee behaviors and facilitate the reacting of organizational goals.
Market Control – relies on market mechanisms to regulate process for certain clearly specified goods and services needed by an organization.
Incrementalist approach – relies heavily on clan control but also involves a phased set of plans and accompanying bureaucratic controls that begin at a very general level and grow more specific as the project progresses. It requires that managers strike an appropriate balance among the control approaches in order to encourage innovations. Otherwise, control system can themselves can stifle innovations and inhibit long term, organizational effectiveness.
POTENTIAL DYSFUNCTIONAL ASPECTS OF CONTROL SYSTEM - Behavioral displacement
POTENTIAL DYSFUNCTIONAL ASPECTS OF CONTROL SYSTEM - Game playing
POTENTIAL DYSFUNCTIONAL ASPECTS OF CONTROL SYSTEM - Operating delays
POTENTIAL DYSFUNCTIONAL ASPECTS OF CONTROL SYSTEM - Negative altitudes
CHARACTERISTICS OF AN EFFECTIVE CONTROL SYSTEM - Future oriented
CHARACYERISTICS OF AN EFFECTICE CONTROL SYSTEM - Multidimensional
CHARACYERISTICS OF AN EFFECTICE CONTROL SYSTEM - Cost effective
CHARACYERISTICS OF AN EFFECTICE CONTROL SYSTEM - Accurate
CHARACYERISTICS OF AN EFFECTICE CONTROL SYSTEM - Realistic
CHARACYERISTICS OF AN EFFECTICE CONTROL SYSTEM - Timely
CHARACYERISTICS OF AN EFFECTICE CONTROL SYSTEM - Monitorable
CHARACYERISTICS OF AN EFFECTICE CONTROL SYSTEM - Acceptable to organization members
CHARACYERISTICS OF AN EFFECTICE CONTROL SYSTEM - Flexible
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