DEPARTMENT OF EDUCATION

COURSE CODE: CRE 324

COURSE TITLE: ACTS AND LETTERS OF ST. PAUL

TOPIC: LETTERS OF SAINT PAUL TO THE EPHESIANS

PRESENTED BY: B.ED 446/15/16

LECTURE: BR. CHRISTIAN

DATE: 15/03/2019
 Assignment on control in management.

Control is a function of management which helps to check errors in order to take corrective

actions. This is done to minimize deviation from standards and ensure that the stated goals of the

organization are achieved in a desired manner.

According to modern concepts, control is a foreseeing action; earlier concepts of control were

only used when errors were detected. Control in management includes setting standards,

measuring actual performance and taking corrective action the decision making.

Types of control in management.

1. Feed-Forward Controls-Feed forward controls are future-directed — they attempt to detect

and anticipate problems or deviations from the standards in advance of their occurrence (at

various points throughout the processes). They are in-process controls and are much more active,

aggressive in nature, allowing corrective action to be taken in advance of the problem.

Feed forward controls thus anticipate problems and permit action to be taken before a problem

actually arises. Feed forward control devices are of two broad categories: diagnostic and

therapeutic.

Diagnostic controls seek to determine what deviation is taking (or has taken) place. The sales

manager, for instance, who receives the monthly sales figures (showing sales quota results) is

virtually working with a diagnostic control device. It will no doubt indicate deviations from the

acceptable standard (i.e., what is wrong) but not why. Discovering the ‘why’ is often the most

difficult part of the process.

example, engines having internal control system such as an engine speed governor and automatic

transmission are designed to take necessary corrective actions when warranted by the conditions.

An example of utilization of such control can be found in case of a manager who conducts

employee training using the coaching method. When, for instance, the trainee is performing the

task, the manager observes him closely by standing on his side. The objective is to discover if

any deviations from the intended processes take place.

In case a deviation occurs, the manager observes it, diagnoses the reason for the incorrect

technique, and corrects the deviation immediately (i.e., without any loss of time). Thus the

control and correction take place during the process itself, not after a few days.

2. Concurrent (Prevention) Control

Concurrent control, also called steering control because it allows people to act on a process or

activity while it is proceeding, not after it is proceeding, nor after it is completed. Corrections

and adjustments can be made as and when the need a rises. Such controls focus on establishing

conditions that will make it difficult or impossible for deviations from norms to occur.

An example of concurrent control is the development by companies of job descriptions and job

specifications. It may be recalled that job description identifies the job that has to be done, thus

clarifying working relationships, responsibility areas, and authority relationships. It thus assists

in preventing unnecessary duplication of effort (work) and potential organizational conflict.

needed of an employee to do the work. It is control device inasmuch as it works to prevent a

person who is totally unqualified and unfit from being selected for the job, thereby saving money

and time, and thus precluding potential poor performance.

3. Feedback Controls

Feedback control is future-oriented. It is historical in nature and is also known as post-action

control. The implication is that the measured activity has already occurred, and it is impossible to

go back and correct performance to bring it up to standard. Rather, corrections must occur after

the act.

Such post-action controls focus on the end results of the process. The information derived is not

utilized for corrective action on a project because it has already been completed. Such control

provides information for a manager to examine and apply to future activities which are similar to

the present one. The basic objective is to help prevent mistakes in the future.

For example, at the end of an accounting year, the manager should carefully review the analysis

of the budget control report.

Features of Controlling

An effective control system has the following features:

1.It helps in achieving organizational goals.

2.Facilitates optimum utilization of resources.

3.It evaluates the accuracy of the standard.

4.It also sets discipline and order.

6.Ensures future planning by revising standards.

7.Improves overall performance of an organization.

8.It also minimizes errors.

9.Controlling and planning are interrelated for controlling gives an important input into the next

planning cycle. Controlling is a backwards-looking function which brings the management cycle

back to the planning function. Planning is a forward-looking process as it deals with the forecasts

about the future conditions.

Process of Controlling

Control process involves the following steps as shown in the figure:

Steps of control
Establishing standards: This means setting up of the target which needs to be achieved to meet

organizational goals eventually. Standards indicate the criteria of performance.

Control standards are categorized as quantitative and qualitative standards. Quantitative

standards are expressed in terms of money. Qualitative standards, on the other hand, includes

intangible items.

Measurement of actual performance: The actual performance of the employee is measured

against the target. With the increasing levels of management, the measurement of performance

becomes difficult.

Comparison of actual performance with the standard: This compares the degree of difference

between the actual performance and the standard.

Taking corrective actions: It is initiated by the manager who corrects any defects in actual

performance.

Controlling process thus regulates companies’ activities so that actual performance conforms to

the standard plan. An effective control system enables managers to avoid circumstances which

cause the company’s loss.

Advantages of controlling

1. Saves time and energy

2. Allows managers to concentrate on important tasks. This allows better utilization of the

managerial resource.

3. Helps in timely corrective action to be taken by the manager.

5. On the contrary, controlling suffers from the constraint that the organization has no control

over external factors. It can turn out to be a costly affair, especially for small companies.

CHARACTERISTICS OF EFFECTIVE CONTROL SYSTEM.

1.Accurate. Information on performance must be accurate. Evaluating the accuracy of the

information they receive is one of the most important control tasks that managers face.

2.Timely. Information must be collected, routed, and evaluated quickly if action is to be taken

in time to produce improvements.

3.Objective and Comprehensible. The information in a control system should be

understandable and be seen as objective by the individuals who use it. A difficult-to understand

control system will cause unnecessary mistakes and confusion or frustration among employees.

4.Focused on Strategic Control Points. The control system should be focused on those areas

where deviations from the standards are most likely to take place or where deviations would

lead to the greatest harm.

5.Economically Realistic. The cost of implementing a control system should be less than, or at

most equal to, the benefits derived from the control system.

6.Organizational Realistic. The control system has to be compatible with organizational realities

and all standards for performance must be realistic.

7.Coordinated with the Organization's Work Flow. Control information needs to be

coordinated with the flow of work through the organization for two reasons: (1) each step in
the work process may affect the success or failure of the entire operation, (2) the control

information must get to all the people who need to receive it.

8.Flexible. Controls must have flexibility built into them so that the organizations can react

quickly to overcome adverse changes or to take advantage of new opportunities.

9.Prescriptive and Operational. Control systems ought to indicate, upon the detection of the

deviation from standards, what corrective action should be taken.

10.Accepted by Organization Members. For a control system to be accepted by organization

members, the controls must be related to meaningful and accepted goals.

These characteristics can be applied to controls at all levels of the organization.