Part 1. Four steps in the Controll Process

Controlling is directly related to planning. The controlling process ensures that plans are being implemented properly. It 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. There are four steps in the control process: establishing performance standards, measuring actual performance, comparing measured performance against established standards, and taking corrective action.

Establishing performance standards:

Standards are created when objectives are set during the planning process. A standardis any guideline 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 expressed numerically and is set for quality, quantity, and time.Tolerance is permissible deviation from the standard. Performance variance can be the result of an unrealistic standard. The natural response for employees whose performance falls short is to blame the standard or the manager. If the standard is appropriate, then it is up to the manager to stand his or her ground and take the necessary corrective action.

Measuring actual performance:

Managers collect data to measure actual performance to determine variation from standard. Written data might include time cards, production tallies, inspection reports, and sales tickets. Personal observation, statistical reports, oral reports and written reports can be used to measure performance. Management by walking around, or observation of employees working, provides unfiltered information.

Comparing measured performance against established standards:

Managers compare results with standards determining variation. Some variation can be expected in all activities and the range of variation - the acceptable variance - has to be established. Management by exception lets operations continue as long as they fall within the prescribed control limits. Deviations or differences that exceed this range would alert the supervisor to a problem.

Taking corrective action:

The manager must find the cause of deviation from standard. Then, he or she takes action to remove or minimize the cause. If the source of variation in work performance is from a deficit in activity, then a manager can take immediate corrective action and get performance back on track. Also, he or she can opt to take basic corrective action, which would determine how and why performance has deviated and correct the source of the deviation.

 

Part 2. Forms of Control

 

Controls are most effective when they are applied at key places. Managers can implement controls

before the process begins (feedforward),

during the process (concurrent), or

after it ceases (feedback).

Feedforward controls focus on operations before they begin. Their goal is to prevent anticipated problems. An example of feedforward control is scheduled maintenance on automobiles and machinery. Regular maintenance feeds forward to prevent problems. Other examples include safety systems, training programs, and budgets.

Concurrent controls apply to processes as they are happening. Concurrent controls enacted while work is being performed include any type of steering or guiding mechanism such as direct supervision, automated systems (such as computers programmed to inform the user when they have issued the wrong command), and organizational quality programs.

Feedback controls focus on the results of operations. They guide future planning, inputs, and process designs. Examples of feedback controls include timely (weekly, monthly, quarterly, annual) reports so that almost instantaneous adjustments can be made.

Supervisors help employees achieve objectives on a daily basis. Coaching is a behavioral control technique used by the supervisor to give on-going guidance and instruction, to follow day-to-day progress, and to give feedback. Coaching is the informal, day-to-day ongoing instructing of employees, the ability to improve the job performance of employees. It involves teaching, the passing on of knowledge. Coaching is active, instead of passive, and is involved with guiding performance.

Supervisors, who emphasize formal training and day-to-day coaching, reap the benefits of competence, high performance, commitment, and cooperative behavior.

Counseling is a behavioral control technique used by the supervisor to solve performance problems. As a counselor, the supervisor is a helper, discusses the employee's personal problems that are affecting his or her job performance, aiming to resolve them. Managerial counseling is guidance of the employee's behavior.

The control function provides supervisors with opportunities to improve systems on a continuous basis. An emphasis on coaching and counseling can prevent discipline problems.

For example, poor performance due to low ability or inadequate training, learning problems, drug and alcohol dependency, physical or mental illness, marginal health, or disability respond much better to coaching and counseling than to punitive measures. However, disciplinary action as a behavioral control technique is necessary when self-discipline breaks down. Discipline is corrective actions taken by a supervisor when an employee does not abide by organizational rules and standards. Effective discipline can eliminate ineffective employee behavior.