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Questions and Answers
What is the first step a manager should take in response to a deviation?
What is the first step a manager should take in response to a deviation?
What distinguishes a major deviation from a minor deviation?
What distinguishes a major deviation from a minor deviation?
Why are planning and controlling considered inseparable functions of management?
Why are planning and controlling considered inseparable functions of management?
What does the process of planning and controlling rely on?
What does the process of planning and controlling rely on?
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Which statement accurately describes the relationship between planning and controlling?
Which statement accurately describes the relationship between planning and controlling?
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What is the primary purpose of operational control?
What is the primary purpose of operational control?
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Which of the following is NOT a feature of the controlling function?
Which of the following is NOT a feature of the controlling function?
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What is a significant challenge in measuring performance for managerial roles?
What is a significant challenge in measuring performance for managerial roles?
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How is deviation defined in the context of performance measurement?
How is deviation defined in the context of performance measurement?
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Which aspect is considered measurable or tangible in performance management?
Which aspect is considered measurable or tangible in performance management?
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What does the establishment of standards involve in the controlling process?
What does the establishment of standards involve in the controlling process?
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Why is performance measurement sometimes complex when evaluating managers?
Why is performance measurement sometimes complex when evaluating managers?
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What type of standards is considered easy to measure?
What type of standards is considered easy to measure?
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Study Notes
Engineering Management: Controlling
- Operational Control regulates day-to-day output against schedules, specifications, and costs.
- Operational Control needs significant overhead for management, data collection, and operational improvements.
- It streamlines processes to minimize costs and improve efficiency.
Features of Controlling Function
- Controlling is a concluding function.
- Controlling is a pervasive function.
- Controlling is forward-looking.
- Controlling is a dynamic process.
- Controlling is related to Planning.
Processes of Control: Establishment of Standards
- Establishing standards involves planning targets for business functions.
- Standards act as criteria for evaluating performance.
Measurable/Tangible
- Measurable aspects include cost, output, expenditure, time, and profit.
Non-Measurable/Intangible
- Non-measurable aspects include manager performance, worker deviations, and worker attitudes towards the concern.
Measurement of Performance
- Measuring actual performance helps identify deviations.
- Performance measurement uses various reports.
- Measuring performance levels can be easy or difficult, depending on the criteria.
- Tangible standards are easily measured (e.g., units, costs, money).
- Measuring intangible aspects (e.g., manager performance) is more difficult.
- Manager performance is based on worker attitude, morale, environmental development, and top-level communication.
Comparison of Actual and Standard Performance
- Performance deviation is the difference between actual and planned performance.
- Managers need to identify the extent and cause of deviation.
Extent of Deviation
- Determining if deviation is positive, negative, or in line with planned performance is essential.
- Identifying critical and important deviations for the business is crucial.
- Types of deviations include minor and major deviations.
Cause of Deviation
- Investigating the reasons behind deviations is important.
Taking Remedial Actions
- Managers must identify and address errors.
- Corrective measures should be taken for existing deviations.
- If actual performance doesn't meet plans, managers can revise targets.
Planning and Controlling
- Controlling is baseless without planning.
- Effective planning needs controlling.
According to Billy Goetz
- Planning precedes controlling.
- Controlling follows planning.
- Planning and controlling are interconnected management functions.
- Planning establishes the framework, and controlling ensures adherence to it.
- Planning and controlling, using a Systems Approach, are integral to organizational success.
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Description
Explore the essential functions and processes of controlling within engineering management. This quiz covers operational control, establishment of standards, and the distinction between measurable and non-measurable aspects of performance. Test your understanding of how effective controlling can enhance efficiency and effectiveness in management.
