Controlling Process in Management Essay -- Control Methods Technology

haughty Process in Management exacting is directly connect to planning. The haughty processensures that plans argon being implemented properly. In the functions of caution turn - planning, organizing, directing, and unequivocal -planning moves forward into all the other functions, and controllingreaches back. Controlling is the final link in the functional chain of counsel activities and figure outs the functions of forethought cyclefull circle. Control is the process through which metres for motion of concourse and processes argon set, communicated, andapplied. Effective control systems use mechanisms to monitoractivities and draw a bead on restorative action, if necessary. The supervisorobserves what happens and comp ars that with what was supposed tohappen. He or she must manufacture below- meter conditions and bring firmnesss up to expectations. Effective control systems allowsupervisors to know how comfortably writ of execution is going. Controlfacilitates delegating activities to employees. Since supervisors beultimately held accountable for their employees performance, well erad(p)feedback on employee activity is necessary.Control ProcessThe control process is a persisting flow between measuring, examineand action. There are quatern steps in the control process establishingperformance basisards, measuring powerful performance, comparingmeasured performance against established standards, and takingcorrective action. smell 1. construct Performance Standards. Standards are created whenobjectives are set during the planning process. A standard is anyguideline established as the basis for measurement. It is a precise, graphic statement of evaluate results from a product, service,machine, individual, or organizational unit. It is usually expressednumerically and is set for quality, quantity, and time. Tolerance ispermissible deviation from the standard. What is expected? How some(prenominal)deviation fucking be tolerated? Time cont rols relate to deadlines and time constraints. corporealcontrols relate to inventory and material-yield controls. Equipmentcontrols are built into the machinery, imposed on the mover toprotect the equipment or the process. Cost controls help ensure comprisestandards are met. Employee performance controls focus on actions andbehaviors of individuals and groups of employees. Examples inclu... ...properly to be effective. Whencontrol standards are tough or unrealistic, employees can nonfocus on the organizations goals. Control systems must prevent, notcause, the problems they were intentional to detect.Performance variance can also be the result of an unrealisticstandard. The natural response for employees whose performance fallsshort is to unholy the standard or the supervisor. If the standard isappropriate, then it is up to the supervisor to stand his or herground and take the necessary corrective action.An example of effective controls is the facia on a car. There aremany th ings that can go wrong with a car. Only the most unfavorable itemsto the cars mental process are the focus on the dashboard (oil level,engine heat, fuel gauge, etc.). Variations in these items are mostlikely to inflict the most damage to the car. The critical items onthe dashboard are easily understood and used by drivers. They vizorout a problem and specify a solution. They are completed and timely.They call the drivers attention to variations in time to prevent skilful damage. Yet, in that location is not so much information on the dashboardthat the driver is overwhelmed. Controlling Process in Management Essay -- Control Methods technology Controlling Process in ManagementControlling is directly related to planning. The controlling processensures that plans are being implemented properly. In the functions ofmanagement cycle - planning, organizing, directing, and controlling -planning moves forward into all the other functions, and controllingreaches back. Controlling is the final link in the functional chain ofmanagement activities and brings the functions of management cyclefull circle. Control is the process through which standards forperformance of people and processes are set, communicated, andapplied. Effective control systems use mechanisms to monitoractivities and take corrective action, if necessary. The supervisorobserves what happens and compares that with what was supposed tohappen. He or she must correct below-standard conditions and bringresults up to expectations. Effective control systems allowsupervisors to know how well implementation is going. Controlfacilitates delegating activities to employees. Since supervisors areultimately held accountable for their employees performance, timelyfeedback on employee activity is necessary.Control ProcessThe control process is a continuous flow between measuring, comparingand action. There are four steps in the control process establishingperformance standards, measuring actual p erformance, comparingmeasured performance against established standards, and takingcorrective action.Step 1. Establish Performance Standards. Standards are created whenobjectives are set during the planning process. A standard is anyguideline established as the basis for measurement. It is a precise,explicit statement of expected results from a product, service,machine, individual, or organizational unit. It is usually expressednumerically and is set for quality, quantity, and time. Tolerance ispermissible deviation from the standard. What is expected? How muchdeviation can be tolerated? Time controls relate to deadlines and time constraints. Materialcontrols relate to inventory and material-yield controls. Equipmentcontrols are built into the machinery, imposed on the operator toprotect the equipment or the process. Cost controls help ensure coststandards are met. Employee performance controls focus on actions andbehaviors of individuals and groups of employees. Examples inclu... ...properly to be effective. Whencontrol standards are inflexible or unrealistic, employees cannotfocus on the organizations goals. Control systems must prevent, notcause, the problems they were designed to detect.Performance variance can also be the result of an unrealisticstandard. The natural response for employees whose performance fallsshort is to blame the standard or the supervisor. If the standard isappropriate, then it is up to the supervisor to stand his or herground and take the necessary corrective action.An example of effective controls is the dashboard on a car. There aremany things that can go wrong with a car. Only the most critical itemsto the cars operation are the focus on the dashboard (oil level,engine heat, fuel gauge, etc.). Variations in these items are mostlikely to inflict the most damage to the car. The critical items onthe dashboard are easily understood and used by drivers. They pointout a problem and specify a solution. They are accurate and timely.They call the drivers attention to variations in time to preventserious damage. Yet, there is not so much information on the dashboardthat the driver is overwhelmed.