CONTROLLING

Ailyn Brillo Pineda

Controlling
Is the use of formal authority to assure
achievement of goals and objectives
Performance is measured against pre
determined standards
Action is taken to correct discrepancies
between this standards and actual
performance
Functions
Serves both as means and an end
Promotes effective use of resources
Provides professional reinforcements
Maintains activity and expectations
Principles
Critical few
Fewer people involved in control brings
about best results
Point of Control
Centralization or decentralization of
authority
Self Control or Discipline
Translates to personal acceptance of
responsibility and accountability
Kinds of Formal Control
Pre action Control
Controlling by means of personal
supervision and utilizing control checks
Consist of procedures for any given task or
function
Post action Control
Controlling as the task or function is being
performed or may have been performed
Correcting deviations from standards or
plans
Types of Control
Feed forward Control
Focuses on operations before they begin
Prevent anticipated problems
Example: preparing all supplies and
equipments for IV insertion, Lumbar tap,
safety systems, training programs and
budgets
Concurrent Control
Apply to processes as they are happening;
enacted while work is being performed
Examples: material/supplies for therapeutic
Types of Control
Feedback Controls
Focuses on the result of the operations
Guide future planning, inputs, and process
designs
Examples: timely reports (weekly, monthly,
quarterly, annual)
Characteristics of Effective
Control
Control system must be designed
appropriately to be effective

Control standards should be flexible and

realistic

Control systems must prevent, not cause

the problem they were designed to
detect
Control Process
Steps in Control Process
1. Establish and Specify Criteria
and Performance Standards

A. Standards
Standard is any guideline establish as the
basis for measurement
Created when objectives are set during the
planning process
Precise, explicit statement of EXPECTED
results from a product, service, machine,
individual or organizational unit
Expressed numerically and is set for
quality, quantity and time
 Development of Standards
Types of Standards
Structure Standards
Focus on the structure or management system
used by an agency to organize and deliver nursing
care
Including the number and categories of nursing
personnel who provide care
Example: TL is responsible for no more than 20
patients, with fewer than 3 TM to provide care
Process Standards
Refer to actual nursing care procedures or
activities engaged in by nurses to administer care
Development of Standards
Outcome Standards
Standards that are designed for measuring the
results of nursing care
Conflict Management, Budgeting, Discipline
 1. Establish and Specify Criteria
and Performance Standards

B. Resource Controls
Time controls relate to DEADLINES and TIME
CONSTRAINTS
Material controls relate to INVENTORY and
MATERIAL; yield controls
Equipment controls are built into the machinery
Cost control help ensure COST STANDARDS are
met
Employee performance controls focus on ACTIONS
and BEHAVIORS of individuals and groups of
employees
Budget control cost or expense related standards.
 1. Establish and Specify Criteria
and Performance Standards

C. Financial Controls
Facilitate achieving the organizations PROFIT
motive
One method of financial control is
BUDGETING
They become control tools by pointing out
deviations between the standard and actual
consumption
D. Operations Control
Assess how efficiently and effectively an
organizations transformation processes
create goods and services
1. Establish and Specify Criteria
and Performance Standards

E. Statistical Process Control

Use of statistics or mathematical methods
and procedures to determine whether
production operations are being performed
correctly
To detect any deviations and to find and
eliminate their causes
A control chart displays the results of
measurements over time and provides a
visual means of determining whether a
specific process is staying within predefined
limits
1. Establish and Specify Criteria
and Performance Standards

The Just-in-Time (JIT) System

The JIT system is the timely application of
medications for the illness of a patient, and
purchased materials just in time to be
transformed into parts
2. Monitor and Measure Performance of Nursing
Care Services and Evaluate it against the
Standards through records, Reports and
Observations
Nursing Rounds
Pay particular attention to issues of patient
care and nursing practice
Satisfy needs and problems met or unmet
Quality Assurance
Monitors compliance with established
standards
Nursing Audit
Consists of documentation of the quality of
nursing care in relation to the standards
established by the nursing department
2. Monitor and Measure Performance of Nursing
Care Services and Evaluate it against the
Standards through records, Reports and
Observations
Purpose of Nursing Audit
Prioritizes nursing care by promoting
optimum nursing care
Identify deficiencies in the organization and
administration of nursing care
Used to increase performance to assure
that improvements have been maintained
3. Compare Performance with Standards, Models,
or Criteria to Determine Deviations or Differences

Program Evaluation and Review

Technique (PERT)
Employs a matrix that uses network of
activities presented in a chart, including the
goals or product desired, time
management, budget and estimation
Benchmarking
Seeks out the best so as to improve its
performance
Provides standard or point of reference in
measuring or judging quality, values and
cost
4. Enact Remedial Measures or Steps to
Correct deviations or errors

Correction of deviations and errors

Master Control Plan
Take necessary action
Management Control
Strategies
Market Control
Budgets and rules
Bureaucratic control
Self Control
Clan Control
 Performance Appraisal Tools
Trait Rating Scale
Rating a person against the set standard
JD, desired behavior and personal trait
Job Dimension Scales
Job requirements and quality work performance
Behaviorally Anchored Rating Scale (BARS)
desired behaviors to improve performance
Checklist
Composed of behavioral statements that
represent desirable behavior
Performance Appraisal Tools
Peer Review
It is a collegial evaluation of the
performance done to promote excellence in
the practice and offer information, support,
guidance, criticism and direction to one
another
Self Appraisal
Allows employee to evaluate his own
performance
 Errors in Appraisal
Halo Effect
Tendency to overrate staff based on the
raters first impression of the ratee
Based on the good traits or good things one
sees in a person
Logical Error
Based on first impressions of the rater to the
ratee
Central Tendency Error
Rate the staff as AVERAGE. Used by the rater
when feedback tools are inadequate
Errors in Appraisal
Leniency Error
Propensity to overlook the weaknesses and
mistakes of the person being evaluated
leading to an inaccurate picture of the job
performance
Hawthorne Effect
Behavior of the ratee changes simply
because he is observed by the rater
Horns Effect
Occurs when rating an employee very low
because of an error committed