Comparing Actual Performance to Objectives and Standards

Once an 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. This may be illustrated as follows:
A construction firm entered in a contract with the government to construct a 100-
kilometer road within ten months. It would be, then, reasonable for management to expect at
least 10 kilometers to be constructed every month. As such, this must be verified every month,
or if possible, every week.

Taking Necessary Action

The purpose of comparing actual performance with the desired result is to provide
management with the opportunity to take corrective action when necessary.
If in the illustration cited above, the management of the construction firm found out that
only 15 kilometers were finished after two months, then, any of the following actions may be
undertaken:
1. Hire additional personnel.
2. Use more equipment.
3. Require overtime.

Types of Control
Control consists of three distinct types, namely;
1. Feedforward control
2. Concurrent control
3. Feedback control

Figure 9.2 – Types of Control and their Relation to Operations

PRE – OPERATIONS FEEDFORWARD

PHASE CONTROL

ACTUAL
CONCURRENT
OPERATIONS
CONTROL
PHASE

ACTUAL
FEEDBACK
OPERATIONS
CONTROL
PHASE