SPH SUPERVISORS BASIC COURSE

UNIT 4 – CONTROLLING

LEARNING DIARY:
Record your daily supervisory planning activities for the next 2 weeks. Summarize your learning/insights
and/or areas of concern related to the module on CONTROLLING for the next two weeks. Use another
sheet as necessary.

Week 1:

The role of an organization's management is to ensure that the organization's goals are met as planned
and on time. Control is one of the most significant organizational functions among the numerous functions
of management. It entails ensuring that performance does not fall short of expectations. Managers execute
activities such as educating staff as needed and monitoring deadlines throughout the controlling stage.
Managers keep an eye on their personnel and assess their performance. They can conduct performance
reviews and provide feedback to employees, including compliments on what they're doing well as well as
suggestions for improvement. They may also offer high-performing staff pay rise incentives. There are
three basic steps in the control process, namely: (1) establishing performance/compliance standards (2)
monitoring actual performance/compliance and comparing it with standards, and (3) taking necessary
action.

Week 2:

Financial statements, sales reports, production results, customer happiness, and formal performance
reviews are all examples of ways to measure performance, depending on the standards. Controlling is a
managerial job that is performed to some extent by all levels of management. Because planning offers the
essential performance standards or objectives, effective controlling necessitates the existence of plans.
Controlling also necessitates a clear awareness of who is responsible for standard deviations.
In SPH, we have the following CONTROL Mechanisms:

Behavioral Control - This function does not suggest that managers should try to influence or manipulate
their subordinates' personalities, values, attitudes, or emotions. Instead, this management function is
concerned with the manager's involvement in ensuring that subordinates' work-related activities are
consistent with and contribute to the achievement of organizational and departmental objectives.

Process Control - Process control is the active adaptation of an operation based on process monitoring
outcomes. The person in charge of the process makes an adjustment to bring the process back under
control once the process monitoring tools have spotted an out-of-control scenario.

Financial Control - The systems, policies, and methods through which an organization monitors and
regulates the direction, allocation, and use of its financial resources are referred to as financial controls. It
serves as the foundation for good management, allowing managers to develop standards and regulations
that help the company prosper and flourish. Budgeting, for example, is a straightforward statement of all
anticipated expenses and revenues.