CONTROLLING

Prepared by: Prof.E.S. BIO

Source: Management - A Global Perspective by Weihrich and Koontz 11th Edition

CONTROLLING

The process of measuring progress toward planned performance and, if necessary, applying corrective measures to ensure that performance is on the line with managers objectives.

CONTROLLING PROCESS
1. 2. 3.

4.

Setting performance standards Measuring actual performance Comparing performance with the standard vs. actual, and determining deviations Remedying unfavorable deviation by taking corrective action

CONTROLLING PROCESS
The Controlling Process
Set performance standards Measure actual performance Determine deviation Compare

Standards

Within limits

Take corrective action

No

Yes

Continue work progess

ESTABLISHMENT OF STANDARDS
Standards

are simply criteria of performance. They are selected points in an entire planning program, at which measures of performance are made so that managers can receive signals about how things are going and thus, do not have to watch every step in the execution of plans.

MEASUREMENT OF PERFORMANCE
If

standards are clearly & objectively established and made known to the performer of a job, then measurement of performance becomes easy. The most common means of measurement are: personal observations, use of statistical data and reports, both oral and written.

CORRECTION OF DEVIATIONS

Managers may correct deviations by:

Redrawing their plans or modifying their goals; Exercising their organizing function through reassignment or clarification of duties; Additional staffing; Better selection and training of subordinates; Ultimate re-staffing measurefiring; Better leadingfuller explanation of the job or more effective leadership techniques.

TYPES OF CRITICAL POINT STANDARDS

Physical Standards Nonmonetary measurements and are common at the operating level, where materials are used, labor is employed, services are rendered, and goods are produced. May reflect quantities, or qualities; such as labor-hours per unit of output and fastness of a color, respectively.

TYPES OF CRITICAL POINT STANDARDS

Cost Standards Monetary values & measurements and, like physical standards, are common at the operating level.

Illustrative of cost standards widely used are: direct and indirect costs per unit produced and labor cost per unit or per hour. ( $5/#; Php380/day; etc)

TYPES OF CRITICAL POINT STANDARDS

Capital Standards Application of monetary measurements to physical items.

Have to do with the capital invested in the firm rather than with operating costs, and are therefore primarily related to the balance sheet rather than to the income statement.

TYPES OF CRITICAL POINT STANDARDS

Revenue Standards Arise from attaching monetary values from sales.

May include such standards as revenue per bus passenger-mile, average sales per customer, and sales per capita in a given market area.

TYPES OF CRITICAL POINT STANDARDS

Program Standards A manager may be assigned to install a variable budget program, a program for formally following the development of new products, or a program improving the quality of a sales force. Although some subjective judgment may have to be applied in appraising program performance, timing and other factors can be used as objective standards.

TYPES OF CONTROL
1.

Preliminary Control (sometimes called feed forward control) takes place before operations begin and includes policies, procedures, and rules designed to ensure that planned activities are carried out properly.

Ex. Inspection of raw materials, proper selection and training of employees

TYPES OF CONTROL
2.

3.

4.

Concurrent Control takes place while plans are being carried out. Ex. directing, monitoring Feedback Control focuses on the use of information about results to correct deviations from the acceptable standard after they arise. Multiple Approaches Control

MANAGEMENT AUDITS
They

are means for evaluating the effectiveness and efficiency of various systems within the organization, from social responsibility to accounting control.

TYPES OF AUDITS
1.

2.

External Audits occurs when one organization evaluates another organization; used in feedback control in the discovery and investigation of the savings and loan scandals. Internal Audits improve the planning process and the organizations internal control systems; essential functions include periodic assessment of a companys own planning, organizing, leading, and controlling.

BUDGETING
Budgeting

(or budgetary control) the process of finding out whats being done and comparing the results with corresponding budget data to verify accomplishments or to remedy differences.

TYPES OF BUDGET
1.

2.

3.

Sales Budget Usually data for the sales budget that are prepared by month, sale area, and product. Production Budget Commonly expressed in physical units, required information include types and capacities of machines, economic quantities to produce, and availability of materials. Cost Production Budget Information is sometimes included in production budgets, comparing production cost with sales price shows whether or not profit margins are adequate.

TYPES OF BUDGET
4. Cash Budget
Prepared after all other budget estimates are completed, shows the anticipated receipts and expenditures, the amount of working capital available, the extent to which outside financing may be required, and the periods and amounts of cash available.

5. Master Budget
Includes all major activities of the business, brings together and coordinates all the activities of the other budgets and can be thought of as a budget of budgets.

COMPARATIVE BALANCE SHEETS

It shows the financial picture of a company at a given time. Itemizes 3 elements:

Assets values of the various items the corporation owns. Liabilities amounts the corporation owes to various creditors. Stockholders Equity amount accruing to the corporations owners. Assets = Liabilities + Stockholders Equity An itemized financial statement of the income and expenses of the companys operations during the accounting period.

Balance Sheet Equation:

Profit and Loss Statement

BALANCE SHEET AN EXAMPLE

INCOME STATEMENT AN EXAMPLE

CHARACTERISTICS OF AN EFFECTIVE CONTROL SYSTEM

Valid Performance Standards

Standards should be expressed in quantitative terms, should be objective rather than subjective. Information should be accessible as possible, particularly when people must make decisions quickly and frequently.
Control systems should emphasize positive behavior rather than trying to control negative behavior alone.

2.

Adequate Information to Employees

3.

Acceptability to Employees