LET'S PLAY

GROUP 9
CONTROLLIN
 G Start

LEARNING
OBJECTIVES tHE LEARNER
SHOULD BE ABLE TO:
Discuss the nature of controlling
1
 function

Describe the link between planning

2
and controlling

MEMB
ERS
ANABEL
BONTO
GISELLE
RAMOS
 OLINDO

HUDSON
CRUZ

JONAS

DEFINITIO
 N OF
CONTROLLING
Verifying whether everything occurs in
confirmity with the plans adopted, the
instuctions issued and the principles establish.

CHARACTERISTIC
S OF CONTROL

1. Continuing and never ending
activity -
it involves constant analysis of
objective, policies procedures,
posisions, perfermance standards
etc. Its start from planning and
continues till so long the interprise
survive.
2. Exercise at all levels - control is an
exercise at all levels of management
top level, middle level, and bottom level
THE CONTROL PROCESS
3. Foward taking - Control is a foraward looking
activity and not a past activity. Control initiates
remedial measures to minimize the mistakes
that had happened in the past.
4. Dynamic process control is a dynamic
process. it is a flexible and not rigid. Control
results in corrwctive actions which may lead to
change in the performance of other functions of
management.
5. Corrective actions - The purpose of
control is anchieve only when corrective
action is taken on the basis of feedback
information.
 THE Managerial control system involves four steps
1. The manager establishes the 3. The manager will compare it
standards of performance to with predetermined standards.
ensure that performancr is in 4. The manager will take immediate
accordance with the plans. corrective action which is the final
step in the step of controlling.
2. The manager will
measure the performance.

vocabulary words
*DEVIATION - THE DIFFERENCE BETWEEN STANDARD PERFORMANCE AND
ACTUAL PERFORMANCE
*CRITERIONS- STANDARD ON WHICH A JUDGEMENT OR DECISION MAY BE
BASED * TANGIBLE - A THING THAT IS PERCEPTIBLE BY TOICH
*INTANGIBLE - UNABLE TO BE TOUCHED NOT HAVING 0HYSICAL PRESENCE
* PERFORMANCE - THE ACTION OR PROCESS OF CARRYING OUT OR
ACCOMPLOSHING AN ACTION OR TASK.
* QUANTITATIVE MEASUREMENT - THOSE THAT ARE COUNTED AND
EXPRESSED BY NUMEROC VALUE

vocabulary words
* MINOR DEVIATION - DEVIATION THAT HAVE MINIMAL OR NEGLIGIBLE
IMPACT ON THE OVERALL PRODUCT OR SERVICE * MAJOR DEVIATION - AN
OCCURENCE THAT IS A SIGNIFICANT DEPARTURE FROM DOCUMENTED
PROCEDURES OR SPECIFICATIONS
.*STATIONERY CHARGES - THOSE EXPENSES INCURRED TO PURCHASE
SUPPLIES FOR USE
* REMEDIAL ACTIONS - IT IS INTENDED TO CORRECT SOMETHING THAT IS
WRONG OR TO IMPROVE A BAD SITUATION.

STEPS FOR CONTROLLING

- criterions for judging the
performance

Step 1 - Establishment of standards Classification of standards

- plans or targets A.) Measurable or tangible
- can be measured or expressed -
examples are in the form of cost,
output, expenditure and time profit
B.) Non Measurable or Intangible
- cannot be measured monetarily
STEPS FOR CONTROLLING
Step 2 - Measurement of
Performance
- find out deviations and
measuring actual performance
- examples are
performance of a manager,
deviation of workers, workers
attitude towards a concern
- measurement of performance
levels, weekly, monthly, quartely
and yearly reports
- Performance of a manager
cannot be measured by quantities
It can be measured only by: a.
 attitude of the workers b. environment d. their
their morale to work c. the communication with the
development in the attitude superiors
regarding the physical

STEPS FOR CONTROLLING

- Find out extent of deviation and
cause of deviation.
- Extent of deviation means that
Step 3 - Comparison of actual the manager has to find out
and standard performance whether the deviation is positive
- Deviation can be defined as a gap or negative or whether the actual
between actual performance with performance is in conformity
the planned targets. with the planned performance.
 STEPS FOR

CONTROLLING Causes that lead to deviation

a) Erroneous planning d) Supervision and communication

b) Coordination loosens is ineffective
c) Implementation of plans
Step 4 - Taking remedial
is defective
actions - detect the errors and
 take targets
Two alternatives
a) Taking corrective measures for It is here the controlling process comes to
deviations which have occured an end Follow up is an important step
b) After taking the corrective measures, if because it is only through taking corrective
the actual performance is not in co formity measures, a manager can exercise
with plans, the manager can revise the controlling.

remedial measures

the link between

planning and controlling Pointers
on Relationship between Planning and Controlling
CONTROLLING AND CONTROLLING
1. PLANNING PRECEDES SUCCEEDS PLANNING.
 CONTROLLING.
2. PLANNING AND CONTROLLING 4. THE PROCESS OF PLANNING AND
ARE INSEPARABLE FUNCTIONS OF CONTROLLING WORKS ON SYSTEMS
MANAGEMENT APPROACH WHICH IS AS FOLLOWS:

3. ACTIVITIES ARE PUT ON RAILS BY PLANNING RESULTS CORRECTIVE

PLANNING AND THEY ARE KEPT AT ACTTION
RIGHT PLACE THROUGH

the link between

planning and controlling Pointers
on Relationship between Planning and Controlling
5. PLANNING AND CONTROLLING ARE
INTEGRAL PARTS OF AN ORGANIZATION
AS BOTH ARE IMPORTANT FOR SMOOTH
RUNNING OF AN ENTERPRISE.

6. PLANNING AND CONTROLLING

REINFORCE EACH OTHER. EACH DRIVES
THE OTHER FUNCTION OF MANAGEMENT.

methods of
control
CONTROL TECHNIQUES OR METHODS ARE GENERALLY DESCRIBED AS EITHER
QUANTITATIVE OR NONQUANTITATIVE. QUANTITATIVE METHODS QUANTITATIVE
METHODS USE DATA AND VARIOUS QUANTITATIVE TOOLS TO MONITOR AND CONTROL
PRODUCTION OUTPUT. TWO COMMON QUANTITATIVE TOOLS ARE BUDGETS AND
AUDITS.

WHAT IS AN EXAMPLE OF A METHOD OF CONTROLLING?

MANAGING A COMPANY THAT SELLS MOTORCYCLES ON CREDIT IS AN EXAMPLE
OF CONTROLLING IN MANAGEMENT. THE FOUR-STEP PROCESS OF
MANAGEMENT'S REGULATING FUNCTION INCLUDES: SETTING WORK
PERFORMANCE STANDARDS. MONITORING ACTUAL PERFORMANCE.

methods of
control
WHAT ARE THE CONTROL PROCESS METHODS?
THE BASIC CONTROL PROCESS INCLUDES THE FOLLOWING STEPS: SETTING
PERFORMANCE STANDARDS: MANAGERS MUST TRANSLATE PLANS INTO PERFORMANCE
STANDARDS. THESE PERFORMANCE STANDARDS CAN BE IN THE FORM OF GOALS, SUCH
AS REVENUE FROM SALES OVER A PERIOD OF TIME. THE STANDARDS SHOULD BE
ATTAINABLE, MEASURABLE, AND CLEAR.

CONTROL
IS A PROCESS THAT DIRECTS THE ACTIVITIES OF INDIVIDUALS TOWARD THE
ACHIEVEMENT OF ORGANIZATIONAL GOALS. IT IS HOW EFFECTIVE MANAGERS MAKE
CERTAIN THAT ACTIVITIES ARE COMPLETED AS PLANNED. IT DOES NOT ONLY MEAN
REACTING TO EVENTS AFTER THEY HAPPENED. IT ALSO MEANS CONTINUING AN
ORGANIZATION ON ROAD AND ANTICIPATING EVENTS THAT MAY TAKE PLACE.
methods of
control
CONTROLLING ON THE OTHER HAND, IS THE PROCESS WHEREBY MANAGERS
MONITOR AND REGULATE HOW EFFICIENTLY AND EFFECTIVELY THE
ORGANIZATION AND ITS MEMBERS ARE CARRYING OUT THE ACTIVITIES
ESSENTIAL TO ACCOMPLISH ORGANIZATIONAL GOALS.

types of control
Controls operate in three modes in relation to time: feed
forward, concurrent, and feedback.
1. Feedforward Control - Feedforward control focuses on the regulation of inputs
(human, material, and financial resources that flow into the organization) to
make certain that they meet up with the standards needed for the
transformation process. Feedforward controls are advantageous because they
let management to avoid problems rather than having to treat them later.
Regrettably, these controls necessitate timely and precise information that is
frequently not easy to develop. Feedforward control also is occasionally called
preliminary control, pre control, preventive control, or steering control. Though,
some authors use term steering control as separate types of control. These
types of controls are designed to detect deviation some standard or goal to
allow correction to be made before particular sequence of actions is completed.
 types of control
Controls operate in three modes in relation to time: feed
forward, concurrent, and feedback.
2. Concurrent control - Concurrent control takes place while in progress. It
involves the regulation of ongoing activities that are part of transformation
process activities to ensure that they conform to organizational standards.
Concurrent control is designed to ensure that employee work activities
produce
the correct results. Since concurrent control involve tasks, it requires a
thorough understanding of the specific tasks involved and their relationship to
the desired and product. Concurrent control sometimes is called screening or
yes-no control because it often involves checkpoints at which determinations
 are made about
whether to continue progress, take corrective action, or stop work altogether
on products or services.

types of control
Controls operate in three modes in relation to time: feed
forward, concurrent, and feedback.
3. Feedback control - This type of control focuses on the outputs of the
organization after transformation is complete. Sometimes called post action or
output control, fulfils a number of important functions. For one thing it often is
used when feedforward and concurrent controls are not feasible or are too
costly. Sometimes feedback is the only viable type of control available.
Moreover, feedback has two advantages over feedforward and concurrent
 control.

types of control
Controls operate in three modes in relation to time: feed
forward, concurrent, and feedback.

First, feedback provides managers with meaningful information on

how effective its planning effort was. If feedback indicates little
variance between standard and actual performance, this is evidence
that planning was generally on target. If the deviation is great, a
manager can use this information when formulating new plans to
make them more effective. Second, feedback control can enhance
employees'motivation The major drawback of this type of control is
that, the time the manager has the information and if there is
significant problem the damage is already done. But for many
activities, feedback control fulfils number important functions

thank you for

listening