CONTROLLING Management Function

By: Ms. Shanta Peter

Controlling Definition• Is the process of monitoring activities to ensure

that they are being accomplished as planned and correcting any significant deviations

• Control is checking current performance against pre-determined standards contained in the plans, with a view to ensure adequate progress and satisfactory performance.

• Control like a ship’s rudder…. Keeps an organization moving in the desired direction

Controlling has got two basic purposes• It facilitates co-ordination • It helps in planning

Purposes

• Ensure achievement of objectives• Help to motivate employees• Improves communication between supervisor &

subordinate• Helps the organization to determine if its meeting

its goal• To comply with essential organization rules and

policies

Features/characteristics of Controlling

• Continuous function- it is performed by managers at all levels and in all type of concerns.

• Forward looking- Controlling always look to future so that follow-up can be made whenever required.

• Dynamic process- since controlling requires taking review methods, changes have to be made wherever possible.

• Related with planning- Without planning, controlling is a meaningless -without controlling, planning is useless.

Planning presupposes controlling and controlling succeeds planning

• An end function- A function which comes

once the performances are made in conformities with plans.

• Flexible – Control system must be flexible enough to accommodate change

• ACCURATE – Information on performance must be accurate

• Timeliness- A control system must provide information as often as necessary

• Objectivity- Control system must be free from bias and distortion

Areas of Control• Physical resources – quality control.

inventory , equipment

• Human resources - selection and placement, training and development , perf. appraisal and compensation

• Information resources- Public relation • Financial resources – budgets --

Types of Control• Preliminary – Feed-Forward control – done before a work activity begins – make sure the proper direction and the right resources are available to accomplish them • Concurrent: -Steering control- Focus on what happens during the work process Monitor ongoing operation and activities to make sure that thing’s are been done correctly-correct problems as they occur • Post action : Feedback controls – take place

after an action is completed – They focus on results as opposed to inputs and activities

TYPES (Mangers have 2 broad options with respect to control)

Internal Control• control motivated individuals to exercise self control in

fulfilling job expectations • Individuals have clear performance objectives and

proper resource support External controls• Personal supervision and the use of formal administrative

systems • Performance appraisal systems, compensation and benefit

systems, employee discipline system • Management by objectives

How to Control?

• Ensure that work is done according to objectives• Help to recognize gap in the staff performance,

knowledge and understanding and arrange for appropriate training

• Recognize good work of staff and recommend for promotion and advance training

• Ensure that resources provided are adequate and are being properly used

• Enable the management to identify the causes of work difference

Effective ControlsThe best control in organizations are-• Strategic and results oriented • Understandable• Encourage self control• Timely and exception oriented• Positive in nature• Fair and objective• Flexible

Methods of Control system:

• Personal observation• Using work schedule• Clarify activities all the time• Checking record and report• Instruction

Controlling – its relation to other Functions

• Planning – is the basis – reciprocal relationship Plan – goals – objectives --directs the behavior and activities --- affects controlling • Action as essence of control- emphasizes what

actions can be taken , important for organizational effectiveness

• Delegation is the key control action can be taken only by managers has responsibility and authority to get things done

• Information as a guide –control action- guide by adequate information

Mgt information and mgt control is closely inter related

Nursing service Control system • Establishing standards for measuring

performance • Establishing methods for actual performances • Measuring actual performance • Compare result with standards and objectives • Reinforcing strengths or success

Controlling the problem employee• Absenteeism – tardiness…… personality

conflicts.... excessive gripping... displays of dissatisfaction.. resentment, pessimism or indifference

• Substance abuser--------------chronic disruptive behavior

It lead to – affect on unit productivity—peer to feel anger and resentment towards the troublesome worker

1. Gather facts – running commentary 2. Develop written plan with employee for a

change in behavior 3. Obtain signatures and schedule for meeting

for 2 weeks later 4. Document significant positive /negative

behavior during the next 2 weeks5. Hold a second meeting6. Meet with employee again .................7. ..................................................(1)

Why to Control ?

• Managing people performance• Coping with uncertainty • Detecting irregularities• Identifying opportunities• Handling complex situations • Delegation• Minimizing goals • Basis for planning

Importance of Control

Adjustment in operations • Objectives – basis of control• Adjustment done through controlPolicy verification • Policies generate the need for control• Managers set certain policies which become

the basis and reason for control• Verify the quality of policies

Organizational Control systems

1.Management processes• mission • Policies and procedures • selection and training• Performance appraisal• Job design and work structures• performance modeling, norms, and org culture

2.Compensation and benefits • Attract talented people and retain them• Motivate people to exert maximum effort in their work• Recognize the value of their performance contributions

3.Employee discipline • Discipline is defined as influencing behavior

through reprimand

• Positive discipline tries to involve people more positively and directly in making decisions to improve their behavior

“ The HOT STOVE Rule”To be effective discipline should be – IMMEDIATE Focus on activity not personality---- Consistent---informative ---Occur in a supportive setting --- Support realistic rules

Managerial responsibility • Created through assignment of activities to

various individuals • Starts at the top level and goes down to the

bottom level • Manager is responsible for the ultimate

performance of his subordinates Psychological pressure • - on individuals to perform better• Rewards and punishments based on the

performance

Coordination in action • Coordination is achieved through proper

performance • Manager coordinates the activities of the

subordinates to achieve the organizational goal

Organizational efficiency and effectiveness • Proper control ensure organizational efficiency

and effectiveness