INTRODUCTION TO SPORTS MANAGEMENT

PART 5:
CONTROLLING
 WHAT IS CONTROLLING

5. Control is a management activity that originates

1. Establishes mechanisms to from need. Managers need to insure that work is
ensure objectives are performed properly; quoted price is correct; the
achieved. quality of an end product is guaranteed and
consistent.

2. Method for ensuring that the

4. Identifying differences between planned
organization is moving toward the
and actual results.
achievement of its goals.

3. It is monitoring activities. To ensure they are

2 being accomplished as planned.
“Monitoring the performance of “ The control function is designed
the organization, identifying Bridges &
Lewis, primarily to insured that
deviations between planned and Roquemore,
Goodman & performance is on schedule
actual result, and taking 1993
Fandt, 2001 according to a plan.”
corrective action when
necessary.”

Definition
of
Controlling
“Controlling as process of
“Controlling is defined as a
monitoring performance and Stoner,
taking action to ensure process to assure that actual
(Schermerhorn, Freeman
desired result” 1997 activities conform to planned
and Gilbert,
1995
”.
activities

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 IMPORTANT OF CONTROLLING
01
2. Plan and goals set by
organization deal with the
future, which is always
uncertain and is constantly 02
changing, for examples,
market shifts, product
demands, new regulations
and policies
03
4. Organizations comprise organization
members. These people sometimes
make mistakes, for example, they
make wrong forecasts, make errors in
judgments or filling wrong orders.
Controlling will help identify this
mistakes
4 necessary and the way it is required
Facilitate delegation & teamwork
Cope with change (Uncertainty)
Create Faster Cycle
04
Deal with human limitation
05
Better Quality
1. When managers delegate
authority to employees,
these employees need to be
monitored so that they will
not make mistakes or even
misuse the power and
authority given to them.
Controlling also enables
managers to check on
performance
3. As organization grow in size and
diversity, they become more complex.
Big organizations will have more
workers, who use formal of
communication and sophisticated
technology. A control is needed to
coordinate activities and accomplish
integration
5. It assist the management process of planning,
organizing, leading and motivating by
determining what is necessary, when it is
AN EFFECTIVE CONTROL A Accurate (Information)
• Information needed for controlling must ne accurate. Inaccurate information will cause the organization
make the wrong decision or take the wrong action

T Timely
• Information must be collected and evaluated quickly to enable managers to solve problem on time
SYSTEMS

O Objectively and Comprehensive

• Standard set must be understandable and measurable. Difficult control system will cause mistake and
frustration among managers and employee.

F Flexible
• It leaves room for individual judgment and is modifies to new circumstances as they arise

C Consistent with the organization structure

• Controlling must be exercised at all levels of management
 STEP IN CONTROL PROCESS

6
 THE CONTROL PROCESS

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 TYPES OF CONTROL
Managers can introduce control at
the beginning, during the process,
1. Incoming or Screening or at the end.
Control 2. In Process Control
Introduce at the beginning Take place while activity is in
to prevent problems rather progress. E.g.: Direct
than having to cure . supervision. Management
E.g. ; Checking and do can correct problems before
research about an event they become too costly.
before organize. This type of control also
uncovers problems with time
delays, quantity output, and
3. Final Stage Control employee performance
Take place after an activity is before the end of the work
done. Information obtained cycle
deviations can be used in
controlling and improving
performance in the future
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 FREQUENCY OF CONTROL
• It can be as Constant, Periodic and Occasional

• Constant Control are in continue use and include self-control (SC), clan control (CC) and
standing plan (SP).
CLAN CONTROL
About organizational culture and
SELF CONTROL norms (values, tradition) to
Will your staff do their job if they are shape desired behaviour.
not monitored closely. Some groups
need much less control than others. SC CC
• Self control (internal in
employees) versus imposed STANDING PLAN
control (external from manager). Policies, procedures and rules

SP exist in order to influences

behaviour
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 FREQUENCY OF CONTROL

PERIODIC
OCCASIONAL CONTROL
CONTROL
As needed basic. Includes
Used on a regular, fixed
observation, the exception
basic such as hourly, daily,
weekly , monthly , PC OC principle (placing control in
the hand of staff unless
quarterly or annually .
problem occur), special
Normally used for
reports and project
reports, budgets and
controls.
audits.

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 THANK YOU !
GOOD LUCK TO ALL OF YOU

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