CHAPTER 9: CONTROLLING Flashcards
(78 cards)
refers to the “process of ascertaining whether organizational objectives have been achieved, if not, why not, and determining what activities should them be taken to achieve objectives better in the future
CONTROLLING
completes the cycle of management functions.
CONTROLLING
_________, _________, ________ happen inevitably. When they occur in the daily operations, they contribute to unnecessary expenditures which increase the cost of producing goods and services.
Deviations, mistakes, and shortcomings
___________ minimize the ill effects of such negative occurrences. An effective inventory control system, for instance, minimizes, if not totally eliminates losses in inventory.
Proper control measures
4 STEPS IN THE CONTROL PROCESS
- establishing performance objectives and standards
- measuring actual performance
- comparing actual performance to objectives and standards, and
- taking necessary action based on the results of the comparisons.
In controlling, what has to be achieved must first be determined. Examples of such objectives and standards are as follows: 5
- SALES TARGET
- PRODUCTION TARGET
- WORKER ATTENDANCE
- SAFETY RECORDS
- SUPPLIES USED
which are expressed in quantity or monetary terms
SALES TARGET
which are expressed in quantity or quality;
PRODUCTION TARGET
which are expressed in terms of rate of absences;
WORKER ATTENDANCE
which is expressed in number of accidents for given periods;
SAFETY RECORDS
which are expressed in quantity or monetary terms for given periods.
SUPPLIES USED
There is a need to measure actual performance so that when shortcomings occur, adjustments could be made. The adjustments will depend on the actual findings.
Measuring Actual Performance
Once actual performance has been determined, this will be compared with what the organization seeks to achieve. Actual production output, for instance, will be compared with the target output
Comparing Actual Performance to Objectives and Standards
The purpose of comparing actual performance with the desired result is to provide management with the opportunity to take corrective action when necessary.
TAKING NECESSARY ACTION
3 TYPES OF CONTROL
- FEEDFORWARD CONTROL
- CONCURRENT CONTROL
- FEEDBACK CONTROL
When management anticipates problems and pre- vents their occurrence, the type of control measure undertaken is called
FEEDFORWARD CONTROL
This type of control provides the assurance that the required human and nonhuman resources are in place before operations begin.
FEEDFORWARD CONTROL
WHAT TYPE OF CONTROL
The manager of a chemical manufacturing firm makes sure that the best people are selected and hired to fill jobs. Materials required in the production process are carefully checked to detect defects
FEEDFORWARD CONTROL
When operations are already ongoing and activities to detect variances are made, ___________ is said to be undertaken.
CONCURRENT CONTROL
WHAT TYPE OF CONTROL
The manager of a construction firm constantly monitors the progress of the company’s projects. When construction is behind schedule, corrective measures like the hiring of additional manpower are made.
CONCURRENT CONTROL
In a firm engaged in the production and distribution of water, the chemical composition of the water procured from various sources is checked thoroughly before they are distributed to the consumers.
CONCURRENT CONTROL
What type of control
The production manager of an electronics manufacturing firm inspects regularly the outputs consisting of various electronics products coming out of the production line.
CONCURRENT CONTROL
When information is gathered about a completed activity, and in order that evaluation and steps for improvement are derived, _________ is undertaken.
FEEDBACK CONTROL
Corrective actions aimed at improving future activities are features of ___________.
feedback control
