MASTERS OF SCIENCE IN NURSING

NURSING ADMINISTRATION I

CONTROLLING:
THE STRAIGHT AND
NARROW PATH
Prepared by Rhada E. Mendoza, RN, CCN
TODAY'S DISCUSSION

TOPIC OUTLINE

01. Steps in Control Function

02. Human Reactions to Control

03. The Budget as a Control Device

04. Performance Appraisal as a Control Device

05. Performance Specific Evaluation Methods

CONTROLLING
CONTROLLING INVOLVES ENSURING THAT PERFORMANCE
DOES NOT DEVIATE FROM STANDARDS.

STEPS IN CONTROL FUNCTION

Set standards by which

performance will be measured.

Measure performance.

Compare performance to
standards, identify deviations.
Determine the reasons for
deviations.
Take corrective action if
needed
 CHECK YOUR UNDERSTANDING: CONTROL

From a managerial perspective, the

controlling function involves:
A. NOT TAKING ACTION TO ENSURE SUBORDINATES'
ACTIVITIES CONTRIBUTE TO ORGANIZATIONAL
OBJECTIVES

B. MANIPULATING EMPLOYEES' ATTITUDES,

EMOTIONS AND VALUES

C. ENSURING PERFORMANCE DOES NOT DEVIATE

FROM STANDARDS

CURTIN HEALTHCARE SERVICES

HUMAN REACTIONS TO CONTROL
RESISTANCE
All the control are not necessarily resisted.
Resistance to change arises due to
deferring perception, personalities and
needs. If the employee perceives the
change is unfavorable to them, they resist
to the change.
ACCEPTANCE
Acceptance of the control depends on
the perception of the employees
towards the change. So, all the changes
are not necessarily restricted. If an
employee perceives that the change will
affect his/her favorably, then he/she will
accept the change.
INDIFFERENCE
In some cases controls in the organization or
environment fails to bring the reaction of the
employee. This is because sometimes
employee fails to realize the impact of change
or some people feel that they will not be
affected by the change.
FORCED ACCEPTANCE
Employee or the people may resist to
the control in initial state but if the
control force are stronger than the
resistance force, then they have to
accept the change.
THE BUDGET AS A CONTROL DEVICE
Budgets can be defined as a quantitative statement, for a defined period of time,
which may include planned revenues, expenses, assets, liabilities, and cash flows.

Budgeting refers to the process of designing, implementing, and operating

budgets.

Budgeting, as a control tool, provides an action plan to ensure that the

organization's actual activities are least deviated from the planned activities.

BUDGET PROCESS
TOP-DOWN APPROACH
BOTTOM- DOWN APPROACH
PERFORMANCE APPRAISAL AS CONTROL DEVICE
PERFORMANCE APPRAISAL
is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and
qualitative aspects of job performance.

IMPORTANCE
Performance appraisal is the systematic description of an employee’s job-relevant strength and weaknesses.
The basic purpose is to find out how well the employee is performing the job and establish a plan of improvement.
Appraisals are arranged periodically according to a definite plan.
Performance appraisal is a continuous process in every large scale organization

PURPOSE
To create and maintain a satisfactory level of performance.
To help the superiors to have a proper understanding about their subordinates.
To contribute to the employee growth and development through training, self and management development programs.
To facilitate fair and equitable compensation based on performance
CONTENT OF
PERFORMANCE
APPRAISAL
▪ REGULARITY OF ATTENDANCE.
▪ ABILITY TO WORK WITH OTHERS.
▪ LEADERSHIP STYLES & ABILITIES.
▪ INITIATIVE.
▪ TECHNICAL SKILL.
▪ TECHNICAL ABILITY/KNOWLEDGE.
▪ CREATIVE SKILLS.
▪ AREA OF INTEREST.
▪ AREA OF SUITABILITY.
▪ JUDGEMENT SKILLS.
▪ INTEGRITY.
▪ CAPABILITY FOR ASSUMING RESPONSIBILITY.
▪ LEVEL OF ACCEPTANCE BY SUBORDINATES.
▪ HONESTY AND SINCERITY.
▪ KNOWLEDGE OF SYSTEMS AND PROCEDURES.
▪ QUALITY OF SUGGESTIONS OFFERED FOR IMPROVEMENT
APPRAISERS
360 DEGREES PERFORMANCE APPRAISAL
▪ The appraiser may be any person who has through knowledge about the job content, contents to
be appraised, standards of contents and who observes the employee while performing a job.

▪ The appraiser should prepare to capable of determining what is more important and what is
relatively less important.

APPRAISERS
▪ He should prepare reports and make judgements without bias.
▪ Typical appraisers are: Supervisors, Peers, Subordinates, Employees themselves.
WHEN TO APPRAISE
▪ Informal appraisals are conducted whenever the supervisor or personnel managers feel it necessary. However,
systematic appraisals are conducted on a regular basis, say for example, every six months or annually.
 Purposes of the Interview

Encouraging present behavior.

APPRAISAL
Explaining what is expected of employees.
Communicating results of salary or
promotion decisions.
INTERVIEW Planning for future performance
improvement.
THE APPRAISAL (FEEDBACK) Improving supervisor – subordinate
relationships
INTERVIEW IS A DISCUSSION
BETWEEN THE SUPERVISOR AND THE
Types of Interview
EMPLOYEE CONCERNING THE
EMPLOYEE’S PAST PERFORMANCE 1. Tell and Sell Approach
AND HOW THAT PERFORMANCE CAN
2. Tell and Listen Approach
BE IMPROVED IN THE FUTURE.
3. Problem- solving Approach
 PERFORMANCE
SELF- EVALUATION
In a self-evaluation assessment,
SPECIFIC EVALUATION
employees first conduct their
performance assessment on their own
against a set list of criteria.
METHODS
RATINGS SCALE
BEHAVIORAL CHECKLIST A ratings scale is a common method of
appraisal. It uses a set of pre-determined criteria
A Yes or No checklist is provided
that a manager uses to evaluate an employee
against a series of traits. If the
against.
supervisor believes the employee has
Each set of criteria is weighted so that a
exhibited a trait, a YES is ticked.
measured score can be calculated at the end of
If they feel the employee has not
the review.
exhibited the trait, a NO is ticked off. If
they are unsure, it can be left blank.
MANAGEMENT BY OBJECTIVES
360-DEGREE FEEDBACK This type of assessment is a newer method that
This type of review includes not just the is gaining in popularity. It involves the
direct feedback from the manager and employee and manager agreeing to a set of
employee, but also from other team attainable performance goals that the employee
members and sources. will strive to achieve over a given period of time.
THANK YOU.