Clearly define the term control in the context of an organization. Give examples and lucid explanation of the various types of control that can be used by a Manager. Why is the control function so very important to the effectiveness and efficiency of an organization?
According to Robbins & Coulter, “control refers to the process of monitoring, comparing and correcting work performances.”
The control process is a three step process of measuring actual performance, comparing actual performance against a standard and taking managerial action to correct deviations or to address inadequate standards.
The process assumes that performance standards already exist. For the most part they do as the organization would have set goals and
…show more content…
A manager who has responsibility for cleaning would walk around to check the work done by frontline staff and assign persons to areas not completed. Another example would be on an assembly line where the manager can see the items before they are completed and correct any defects and make any adjustments before the products are released for distribution.
Feedback control is the most popular type of control and as the name implies it relies on feedback. With this concept control takes place after the activity is done. An example of this would be the Toyota recall situation where based on feedback from customers (in the form of complaints), the company sought to correct the problem after the product had reached the consumer. With this type of control, there can be significant damage or wastage which can come at a high cost. However, feedback control does have some advantages as it gives the manager valuable information or insight into how effective the planning was. The manager can compare actual performance to planned performance. If the variance is minor then it can be said that performance was on target. However if the variance is major then the manager can use that information to implement or update his plans as required.
The control function is therefore very important to the effectiveness and efficiency of an organization. As the final step in the management process, control
John Dingell, a member of the United States House of Representatives, served fifty-nine years and twenty-one days at this position. With no term limits set for the federal legislative positions in the United States, is this representation becoming redundant? Term limits can potentially be crucial in political reform of the United States that would bring new perspectives to federal legislative positions, warrant regular federal legislative turnover, and reduce incentives for wasteful election-related federal spending. Term limits can also pervert the entire understanding of what democracy is, by substituting the people’s will with term limits that may go against what the people want. United States federal legislative term limits have previously
Overall Strength: in general, the article provides structure to a concept that is very intangible by: (a) describing the nature and the functions of control; (b) segregating the MCS into categories: core control system, organizational structure, and organizational culture; (c) illustrating how to apply the control model (satisfied my approach) (d) provides a basis for designing and evaluating the system. The manner, in which the model is presented, with its use of figures, further emphasizes the structure of the model. See below on further emphasis on parts (a) -(c).
The second aspect of management used to investigate the issue is Controlling. Control is a concern that is facing every manager in every organisation today. Many businesses continually look to improve relationships between all levels of staff in order for a healthy working environment. To effectively control a business the organisation requires information about
2) (1 point) What kind of control is this control procedure – a preventive or detective control? Explain.
Effective controlling is the process of monitoring performance and taking action to ensure desired results. Controlling ensures that the overall directions of individuals and groups are consistent with short and long range plans. With high percentile power thinking style I am not very effective in controlling. I plan to use some of the suggestions in the LSI survey to become less power oriented so I can be effective.
A: When you have control your are determining what happens and what takes place within the company but when there is control for employees they have the power to do what they feel is right. It challenges them to make a difference instead of making them feel threaten by authority.
Controlling is monitoring the performance of the organization, identifying deviations between planned and actual results, and taking corrective action when necessary. With all these four functions that are involved in the process of management, if all are followed correctly the organization will be properly ran and will have few complications.
The Plant Manager or delegate is responsible for ensuring that personnel fully trained in the relevant procedures undertake the cleaning and sampling procedures.
Action control is more specific than result control. It focuses on the process of the whole thing while result control is focuses on the result. To use action control, it is difficult for managers to distinguish good or bad behaviors, because the processes and jobs are so varied. Action control also may limit employees’ creativity
The purpose of this paper is to analyze a case study related to issue of control and how organizations can utilize different approaches of control in order to improve quality and performance in all arenas, domestic and global. The focus of this case revolves around Lincoln Electric, an Ohio based company that has set the bar for how to develop and implement a successful management system. This paper will use the Lincoln Electric case analysis to present recommendations on how managers can use control methods to enhance employee performance, increase employee participation and empowerment, and improve organizational quality in
“Internal controls are policies and procedures put in place to ensure the continued reliability of accounting systems” (Ingram 2017). WorldCom’s attempts at maintaining internal controls are less than favorable. Segregation of duties enables the division responsibilities to ensure that no employee completes two similar tasks. The CEO’s monitoring of WorldCom’s financial processes shows that the company has a lax segregation of duties, which makes it easier to commit fraud. Access controls protect financial data from unauthorized access, however, WorldCom’s extent is password-protected computers. No access inventories are taken to monitor employee usage, so there is no trail of when employees are doing during work.
Controlling Process in Management Controlling is directly related to planning. The controlling process ensures that plans are being implemented properly. In the functions of management cycle - planning, organizing, directing, and controlling - planning moves forward into all the other functions, and controlling reaches back. Controlling is the final link in the functional chain of management activities and brings the functions of management cycle full circle. Control is the process through which standards for performance of people and processes are set, communicated, and applied.
Controls are measuring sticks to see if the desired goals are being met. Successful managers create parameters for their employees and implement controls within a criteria to confirm if the job is being done to standard. Case in point, I give quarterly performance counseling’s to each subordinate in my department on performance, being efficient at the job and using problem solving techniques. Controls to an extent border along the lines of micromanaging, but it can also be used to emphasize how well the subordinate is doing too. All quarterly counseling’s are not corrective in nature, but it is a great assessment tool for exceptional job performance as well. The usage of controls is part of my responsibility as a supervisor to ensure the goals are being achieved to standard.
A good control system provides timely information to the manager which is very much useful for taking various decisions. Control simplifies supervision by pointing out the significant deviations from the standards of performance. It keeps the subordinates under check and brings discipline among them.
Much management, by experience, has found out that the time-lag in the management-control process necessitates future-directed control. Otherwise, control will be ineffective. Effective management control calls for the institution of a system of control that can give the manager, a correct and timely idea of not only taking corrective action, but also of the possibility of the occurrence of certain problems in case they fail to do something about them now.