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CHARACTERISTICS OF CONTROL IN
ORGANIZATION
LUIS G. VIŃEGASEd.D Student
Dr. Manuela S. TolentinoProfessor
ACCURATEINFORMATION
ON PERFORMANCE MUST BE ACCURATE.
TIMELY
IT MUST BE ATTUNED TO THE ACTIVITY
OBJECTIVE AND COMPREHENSIBLE
IT SHOULD BE UNDERSTANDABLE AND BE SEEN AS OBJECTIVE BY THE INDIVIDUALS WHO USE IT.
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.
CONTROL MUST BE FORWARD LOOKING
RATHER THAN RELYING ON PAST INDICATORS OR HISTORICAL REPORTS ALL THE TIME, FORECASTS AND OTHER FORWARD LOOKING DEVICES MUST BE USED
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.
ECONOMICALLY REALISTIC
THE COST OF ESTABLISHING AND MAINTAINING CONTROLS SHOULD NOT EXCEED THE BENEFITS TO BE DERIVED FROM THEM.
CONTROL SHOULD BE EASY UNDERSTAND
UNLESS PEOPLE UNDERSTAND THEIR PURPOSE AND THE OPERATIONS; THEY BECOME USELESS
CONTROL SHOULD INDICATE CORRECTIVE ACTION
WHO OR WHAT IS CAUSING DEVIATIONS AND WHAT SHOULD BE DONE ABOUT IT IS THE IMPORTANT ASPECT OF CONTROL
COORDINATED WITH THE ORGANIZATION’S WORK FLOW
CONTROL INFORMATION NEEDS TO BE COORDINATED WITH THE FLOW OF WORK THROUGH THE ORGANIZATION
Types of Organizationa
l Controls
Feed forward controls:
Feed forward controls focus on human, material, and financial resources within the organization.
Concurrent controls:These controls
rely on performance standards, rules, and regulations for guiding employee tasks and behaviors.
Feedback controls:
Involve reviewing information to determine whether performance meets established standards
SCHOOL AS AN ORGANIZATION
SCHOOL AS AN ORGANIZATION
Organization theory gives us another dimension of understanding.
It helps us see that many situations we might otherwise see as a matter of personality conflicts, or, maybe, incompetence, are in fact a matter of organizational structure.
This practice is clearly an intelligent trade-off in a tight situation. Its benefits are clear and its costs are hidden. But it takes an overview of the school as an organization to understand it as "making sense," even if we still believe it is an undesirable practice.
SCHOOL ORGANIZATION
GOD BLESS!!!
THANK YOU!