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Monitoring and controlling
- 2. WHAT IS CONTROLLING AND WHY IS IT IMPORTANT? CONTROLLING : Managament function that involves monitoring,comparing and correcting work performance.
- 3. Planning Empowering employees Protecting the workplace
- 5. The controlling process is simply a set of steps a manager uses to determine whether organizational goals have been met. There are three steps of control process.
- 6. Step 1 - Measuring actual performance Step 2-comparing actual performance against a standard Step 3- taking managerial action
- 7. How We Measure – personal observations, statistical reports, oral reports, and written reports. What We Measure – what is measured is probably more critical to the control process than how it’s measure.
- 8. Method Benefits Drawbacks Personal Observations -Get firsthand knowledge -Information isn’t filtered -Intensive coverage of work activities -Subject to personal biases - Time-consuming -Obtrusive Statistical Reports -Easy to visualize -Effective for showing relationships -Provide limited information - Ignore subjective factors Oral Reports -Fast way to get information -Allow for verbal and nonverbal feedback -Information is filtered -Information can’t be documented Written Reports -Comprehensive -Formal -Easy to file and retrieve -Take more time to prepare Sources of Information for Measuring Performance
- 9. Range of variation: the acceptable parameters of variance between actual performance and the standard
- 11. Correct actual performance Immediate corrective action: corrective action that corrects problems at once to get performance back on track Basic corrective action: corrective action that looks at how and why performance deviated before correcting the source of deviation
- 12. • If performance consistently exceeds the goal, then a manager should look at whether the goal is too easy and needs to be raised. • Managers must be cautious about revising a standard downward.
- 13. Depending on the results, a manager’s decision is to do nothing, correct the performance, or revise the standard.
- 14. MANAGERIAL DECISIONS IN THE CONTROL PROCESS
- 15. • Performance: the end result of an activity • Organizational performance: the accumulated results of all the organization’s work activities
- 16. Productuvity - A measure of the efficiency of a person, machine, factory, system, etc., in converting inputs into useful outputs. Organizational effectiveness - the efficiency with which an association is able to meet its objectives. This means an organization that produces a desired effect or an organization that is productive without waste.
- 19. Feedforward control- Control that attempts to identify and prevent deviation before they occur.
- 20. Concurrent control- Control that monitors ongoing employee activity to ensure they are consistent with quality standards.
- 21. Feedback control - feedback control focuses on the organization’s outputs–in particular, the quality of an end product or services.
- 22. Traditional controls Ratio analysis: Liquidity Leverage Activity Profitability Budget analysis: Quantitative standards Deviations
- 23. Management information systems (MIS)- It is the discipline which focuses on the management of information and communications technology elements within business organizations.MIS is the ONLY major that focuses on both business processes and information technology. Data versus ınformation
- 24. Balance scorecard - A balanced scorecard is a performance metric used in strategic management to identify and improve various internal functions of a business and their resulting external outcomes.
- 25. Benchmarking- Benchmarking is a process of measuring the performance of a company’s products, services, or processes against those of another business considered to be the best in the industry. Benchmark- the standard of excellence against which to measure and compare
- 26. Managers can keep an eye on what the employees are doing. Some employees may be surfing the web or doing tasks that are not related to work. Reasons companies monitor: Productivity/Internet traffic Concerns about offensive/inappropriate material Protecting company secrets
- 27. Employee theft is defined as any stealing, use or misuse of an employer’s assets without permission. any unauthorized taking of company property by employees for their personal use.
- 29. Workplace violence is violence or the threat of violence against workers . The U.S. National Institute of Occupational Safety and Health still says that each year, some 2 million American workers are victims of some form of workplace violence.