MMM132 Lecture Notes - Lecture 10: Workplace Violence, Absenteeism, Two-Dimensional Nuclear Magnetic Resonance Spectroscopy
12 Jun 2018
School
Department
Course
Professor
MMM132 Management
Kieu Trang Nguyen
Study notes
TOPIC 10- FOUNDATIONS OF CONTROL
1.Explain the nature and importance of control
*WHAT IS CONTROL AND WHY IS IT IMPORTANT?
Control: The management function that involves monitoring activities to ensure that they’re
being accomplished as planned and correcting any significant deviations.
The value of the control function is that it
Monitors plans
Empowers employees through plans and feedback
Protects the business and the workplace
Control - monitoring activities to check that they are being accomplished as planned and
correcting any significant deviations. An effective control system ensures that activities are
completed in ways that lead to the attainment of the organisation’s goals. The effectiveness
of a control system is determined by how well it facilitates goal achievement. The more a
control system helps managers achieve their organisation’s goals, the better it is.
Controlling is the way that managers know whether organisational goals are being met and if
not, the reasons why. he value of the control function can be seen in three specific areas:
1 Planning and monitoring – just setting goals does not guarantee that the necessary actions
to accomplish those goals have been taken. As the final step in the management process,
controlling provides the critical link back to planning..
2 Empowering employees - many managers are reluctant to empower their employees
because they fear something will go wrong for which they would be held responsible. But an
effective control system can provide information and feedback on employee performance
and minimise the chance of potential problems.
3 Protecting the workplace - protect the organisation and its assets. (threats from natural
disasters, financial pressures and scandals, workplace violence, supply chain disruptions
and security breaches)
2.Describe the three steps in the control process
*THREE STEPS IN THE CONTROL PROCESS
(MEASURE>COMPARE>ACT)
The control process is a three-step process of (1) measuring actual performance, (2)
comparing actual performance against a standard, and (3) taking managerial action to
correct deviations or to address inadequate standards. (See Figure 13.2.) The control
process assumes that performance standards already exist, and they do. They’re the
specific goals created during the planning process.
*CRITERIA FOR MEASUREMENT
What managers measure is probably more important to the control process than how they
measure.
Control criteria applicable to any management situation:
Direct the activities of others
Employee satisfaction
Turnover and absenteeism rates
Budgets
Costs
Production rates
What Do Managers Measure?
What managers measure is probably more critical to the control process than how they
measure.
*MANAGERIAL ACTION TO CORRECT DEVIATIONS OR ADDRESS INADEQUATE
STANDARDS
Managers can choose among 3 possible courses of action:
Do nothing
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Document Summary
Control: the management function that involves monitoring activities to ensure that they"re being accomplished as planned and correcting any significant deviations. The value of the control function is that it. Control - monitoring activities to check that they are being accomplished as planned and correcting any significant deviations. An effective control system ensures that activities are completed in ways that lead to the attainment of the organisation"s goals. The effectiveness of a control system is determined by how well it facilitates goal achievement. The more a control system helps managers achieve their organisation"s goals, the better it is. Controlling is the way that managers know whether organisational goals are being met and if not, the reasons why. he value of the control function can be seen in three specific areas: 1 planning and monitoring just setting goals does not guarantee that the necessary actions to accomplish those goals have been taken.
