6 Management Process PDF

NCM 118- Care of Clients w/ Life Threatening Conditions (CRITICAL NURSING CARE) BUCN Main Campus 6- MANAGEMENT PROCESS...

NCM 118- Care of Clients w/ Life Threatening Conditions (CRITICAL NURSING CARE) BUCN Main Campus 6- MANAGEMENT PROCESS BSN 4-A TRANSCRIBED BY Prof. Lucilyn C. Ebuenga / 1ST Semester / FINALS CIELO, CHLOIE D. MANAGEMENT PROCESS PURPOSES OF PLANNING ▪ Management process in universal. It is used in the practice of own profession & even in one’s According to Douglas, importance of planning are the day to day activity. following; ▪ For nurses, knowledge of this process assures 1. It leads to success in achieving goals and of the smooth functioning of their own units to objectives attain goal of quality care. 2. It gives meaning to work. ▪ Composed of 4 major functions namely: 3. It provides for effective use of available planning, organizing, directing and personnel and facilities controlling 4. It helps in coping with crisis situations 5. It is cost-effective 6. It based on past and future, thus helping reduce the element of change 7. It can be used to discover the need for change 8. It is needed for effective control ACTIVITIES OF PLANNING 1. Assessment by collection, classification, analysis, interpretation, and translation of data 2. Strategic planning 3. Development of standards 4. Identification of needs and priority setting 5. Management by objectives 6. Formulation of policies, rules, regulations, PLANNING methods and procedures Definitions according to: BENEFITS OF PLANNING 1. FAYOL 1. Satisfactory outcomes of decisions defined planning as making the plan of 2. Improved functions in emergencies action to provide the foreseeable future. 3. Assurance of economy of time, space and This plan of action must have unity, materials continuity, flexibility and precision 4. Highest use of personnel 2. URWICK said that planning should be based on WHY MANAGERS FAIL TO PLAN EFFECTIVELY? objectives, which should be framed in terms of making a product or providing a Reasons for failing to plan effectively: service that the community needs. 3. DOUGLAS 1. Lack of knowledge for philosophy, goals and stated that planning is having a specific objectives of the agency or lack understanding aim or purpose and mapping out a of the significance of the planning process. program or method beforehand for 2. Don't know how to manage their time to devote accomplishment of the goal. for planning He further defined planning as the 3. Lack of confidence in formulating plans or may continuous process of assessing, fear that planning may bring about unwanted establishing goals and objectives, changes that they are unwilling to undertake. implementing and evaluating them, and 4. Unable to cope with plan subjecting these to change as new facts are SCOPE OF PLANNING known. 4. ALEXANDER 1. TOP MANAGEMENT stated that planning is deciding in advance Nursing Directors, Chief Nurses and their what to do, how to do it and who to do it. assistants set the over-all goals and policies of 5. STEINER an organization defined planning as a process beginning Covers the over-all management of the with objectives; defining strategies, organization's Nursing service policies; and including a review of 2. MIDDLE MANAGEMENT performance and feedback or introduce a Nursing Supervisors direct the activities to new planning cycle. actually implement the board operating policies 6. KOONTZ and WEIHRICH of the organization such as staffing and delivery defined planning as selecting missions and of services to the units. objectives and the actions to achieve them; The formulating of policies, rules and it requires decision making, at is choosing regulations, methods and procedures for future courses of action from among intermediate level planning for on-going alternatives activities and projects is done in coordination Page 1 of 8  with top management and those in the lower that realistic goals can be set for the preferred level. future. 3. LOWER OR FIRST-LEVEL It determines the direction of the organization MANAGEMENT Head Nurses or senior Nurses (including PURPOSES charge nurses or team leaders) do the daily 1. To improve allocation of scarce resources, and weekly plans for the administration of direct including time and money patient care in their respective units. 2. To manage the decision of nursing performance MAJOR ASPECTS OF PLANNING 3. To clarify benefits and values 4. To give direction to the organization, improves 1. Planning should contribute to objectives. efficiency, weeds out poor or underused It should seek to achieve a consistent, programs coordinated structure of operation focused 5. To eliminate duplication of efforts on desired ends. 6. To improve communication and coordination of 2. Planning precedes all other processes of activities management. 7. To provide mind-expanding opportunity It leads to easy accomplishment of the 8. To allow adaptation to the changing agency's objectives which are necessary environment for group effort. 3. Planning pervades all levels. USES It encompasses both higher and lower 1. Used to acquire and develop new health care echelons and vice versa and spreads services and product lines horizontally through peer levels and across 2. Use to divest outdated services and products services and members of the health team. 3. Use to foster better goals, better corporate 4. Planning should be efficient. values and better communication about It should contribute to the attainment of corporate direction objectives not only in terms of peso value, 4. Used to produce better management strategy man-hours, and units of products but should and analysis and can forecast and mute also include individual values and group external threats satisfaction. Fear, resentment and low morale result in BENEFITS low production 1. Giving of a sense of direction to all managers CHARACTERISTICS OF A GOOD PLAN and practitioners of nursing within the organization 1. Have clearly worded objectives, including 2. Strategic plan becomes a flexible control desired results and methods for evaluation. mechanism that can be modified to deal with 2. Be guided by policies and procedures variables, conservation of resources and affecting the planned action. professional satisfaction 3. Indicate priorities 3. Strategic plan deals concretely with complex 4. Develop actions that are flexible and projects or programs in multistage tome realistic in terms of available personnel, consequences equipment, facilities and time. 5. Develop a logical sequence of activities HUMAN RESOURCES STRATEGIC PLANNING 6. Include the most practical methods for achieving each objective. part of strategic planning process which is essential to retention of outstanding TYPES OF ORGANIZATIONAL PLANNING professional talent It decides how the full spectrum of human 1. STRATEGIC PLANNING- long-range planning resources will effect the strategic and 2. OPERATIONAL PLANNING- short-range operational plan planning Nurse managers has dual roles; STRATEGIC PLANNING 1. Managers of human resources Defined as a continuous, systematic process 2. Managers of nursing profession making risk-taking decisions today with the greatest possible knowledge of their effects on OPERATIONAL PLANNING the future; organizing efforts necessary to carry out these decisions and evaluating results of done in conjunction with budgeting, usually these decisions against expected outcome a few months before the new fiscal year through reliable feedback mechanisms. it develops the departmental maintenance and a goal-setting process largely carried out by improvement goals for the coming year top management. short-range planning that deals with day-to- day Long-range planning usually extending 3 to 5 maintenance activities years into the future It begins with in-depth analysis of the internal environment’s strengths and weaknesses and the external opportunities and threats so Page 2 of 8 OPERATIONAL PLAN WHY- To each questions ask why. Why is the job, this procedure, this step necessary? - is the written blueprint for achieving objectives CAN- Can some steps or equipment be eliminated - called as management plan TIME MANAGEMENT PRINCIPLE FUNCTIONS OF OPERATIONAL PLAN TIME-SAVING TECHNIQUES, DEVICES AND 1. It specifies the activities and procedures that METHODS TO BETTER USE OF TIME will be used to achieve them and sets timetables for their achievement 3. PREPARING THE BUDGET 2. It tells who the responsible persons are for each a) Benefits Derived from the Budgetary and every and procedure Process 3. It describes ways of preparing people for jobs 1. Planning and procedures for evaluating acre of the 2. Coordination patients 3. Comprehensive Control 4. It specifies the records that will be kept and the b) Factors in Budget Planning policies needed c) The Budgetary Process 5. It gives individual managers freedom to d) Components of Budget accomplish their own objectives as well as 4. STABLISHING NURSING STANDARDS, those of the institution, division, department, POLICIES AND PROCEDURES ward or unit a) Nursing Standards 6. Identifies the desired location and he needed b) Nursing Service Policies facilities, equipment and personnel c) Nursing Procedure ELEMENTS OF PLANNING FORECASTING ORGANIZING ▪ Consists of the structure and process which This helps the management forecasts in which allows the agency to enact its philosophy and plan will be executed. This includes the utilize its conceptual framework to achieve its environment, who will be the patient- their goal. customs and beliefs, their language/dialect ▪ It refers to the body of persons, methods, barriers, public attitude and behavior, how policies, and procedures arranged in a severe their condition/illnesses, the kind of care systematic process through the delegation of they will need, the number of personnel functions and responsibilities for the required and the necessary equipments, accomplishment of purpose. facilities and supplies ▪ The process of establishing formal authority 1. SETTING THE VISION, MISSION, ▪ It involves setting up the organizational PHILOSOPHY, GOALS AND OBJECTIVES structure through identification of groupings, ❖ VISION rules and relationships, determining the staff - this set the roles and functions of the needed by developing and maintaining staffing organization. Include here are the lists by patterns and distributing them in the various which the agency must be accomplished areas as needed. and what they are striving for. ❖ MISSION ELEMENTS OF ORGANIZING - this outlines the agency’s target clients 1. Setting up the Organizational structures and the services they can offer for the 2. Staffing satisfaction of their clients. It includes also 3. Scheduling the reason why agency exists. 4. Developing job descriptions ❖ PHILOSOPHY - this describes the vision. It includes all the ORGANIZING PRINCIPLES beliefs and values that sets how the purpose of the agency will be achieved. 1. UNITY OF COMMAND ❖ GOALS AND OBJECTIVES - responsible for only 1 authority - Goals are more general and cover a broad 2. SCALAR PRINCIPLE OR HIERARCHY, scope. The agency sets goal in general AUTHORITY & RESPONSIBILITY and with corresponding specific - should flow in clear unbroken lines from objectives. the highest to the lowest 2. DEVELOPING AND SCHEDULING 3. HOMOGENOUS ASSIGNMENT OR PROGRAMS DEPARTMENTATION - workers performing similar assignments KRON’S PLANNING FORMULA are grouped together for a common purpose WHAT- What has been done? 4. SPAN OF CONTROL WHEN- When should the job be done? - Span of managerial responsibility 5. DECENTRALIZATION OR PROPER WHERE- Where should be the job to be done? DELEGATION OF AUTHORITY WHO- Who has been doing the job? - conferring specified decision making to the lower levels Page 3 of 8 ORGANIZATIONAL STRUCTURE STAFFING Purposes: FACTORS AFFECTING STAFFING: 1. It informs members of their responsibilities so 1. The type, philosophy, objectives of the hospital that they may carry them out. and the of the nursing service; 2. It allows the manager and the individual 2. The population served or the kind of patients workers concentrate on his or her specific role served - whether pay or charity: and responsibilities to 3. The number of patients and the severity of their 3. It coordinates all organizational activities so illness; there is minimal duplication of effort on conflict 4. Availability and characteristics of the nursing 4. It reduces the chances of doubt and confusion staff, including education, level of preparation, concerning assignments mix of personnel, number and position; 5. Administrative policies such as rotation, TYPES OF ORGANIZATION CLASSIFIED BY weekends and holiday- off duties; NATURE OF AUTHORITY 6. Standards of care desired which should be a) LINE ORGANIZATION available and clearly spelled out; - Simpliest & most direct type of 7. Layout of the nursing units and resources organization in w/c each position has avallable within the department such as general authority over the lower positions in adequate, supplies, and materials; the hierarchy 8. Budget including the amount allotted to b) INFORMAL ORGANIZATION salaries, fringe benefits, supplies, materials, - refers to horizontal relationships rather and equipment; than vertical 9. Teaching program; c) STAFF ORGANIZATION 10. Patterns of work schedule - purely advisory to the line structure with SCHEDULING no authority to put recommendation into action ❖ SCHEDULE d) FUNCTIONAL ORGANIZATION - is a timetable showing planned work - there is clear delineation of roles & days and shifts for nursing personnel. responsibilities w/c are interrelated ❖ OBJECTIVE - to assign working days and days-off to FIVE MAJOR CHARACTERISTICS OF AN the nursing personnel so that adequate ORGANIZATIONAL CHART patient care assured. 1. DIVISION OF WORK FACTORS CONSIDERED IN MAKING SCHEDULES - each box represents the individual or unit responsible for a given task of the org's o Different levels of the nursing staff work load o Adequate coverage for 24 hours, seven days a 2. CHAIN OF COMMAND week - lines indicate who reports to whom & by o Staggered vacations and holidays what authority o Weekends 3. TYPE OF WORK TO BE PERFORMED o Long stretches of consecutive working days - indicated by labels or description for the o Evening and night shifts boxes o Floating 4. GROUPING OF WORK SEGMENTS - shown by the clusters of work groups STAFF SCHEDULING (dept or single units) ASSESSING A SCHEDULING SYSTEM 5. LEVELS OF MANAGEMENT - indicate individual or entire management 1. Ability to cover the needs of the unit hierarchy 2. Quality to enhance the nursing personnel's knowledge, training and experience ORGANIZATIONAL CHART- A line drawing that 3. Fairness to the staff shows how parts of an organization are linked - Fair share of weekends, holiday offs, rotation patters for the whole year including assignment to "difficult" or "light" or "undesirable" units or shifts 4. Stability - The schedule must be harmonized with their family or social activities of the nurse staff 5. Flexibility - Ability to handle changes brought by emergency leaves Page 4 of 8 TYPES OF SCHEDULING DEVELOPING JOB DESCRIPTIONS 1. CENTRALIZED SCHEDULE SYSTEM ❖ A job description is a statement that sets the - one person, usually the Chief Nurse or he duties and responsibilities of a specific job. designate, assigns the nursing personnel to the various units of the hospital. CONTENTS OF A JOB DESCRIPTION 2. DECENTRALIZED SCHEDULE 1. Identifying Data - the shift and off duties are arranged by the ▪ Position Title: Staff Nurse. Supervising Nurse or Head or Senior ▪ Department: Nursing Nurse of the particular unit. 3. CYCLICAL SCHEDULE 2. Job Summary - the cyclical schedule covers a designated - This includes the essential features of the number of nursing personnel to each job that distinguish it from the others. nursing unit consistent with the unit's 3. Qualification Requirements patient care requirements, the staff's - Educational preparation, training and preference, their education, training and experiences experience. 4. Job Relationships - Source of Workers 5. Specific and Actual Functions and Activities USES OF JOB DESCRIPTION 1. For recruitment and selection of qualified personnel. 2. To orient new employees to their jobs. 3. For job placement, transfer or dismissal. 4. As an aid in evaluating the performance of an employee. 5. For budgetary purposes. OTHER TYPES OF SCHEDULING 6. For determining departmental functions and relationships to help define the organizational 1. SELF SCHEDULING structure. - is an activity that may make a staff 7. For classifying levels of nursing functions happier, more cohesive, and more according to skill levels required. committed. It should be planned on a unit 8. To identify training needs. basis with a written policy asa guideline. 9. As basis for staffing. Planning may use either a self directed 10. To serve as channel of communication. work team or quality circle technique approach. personnel are scheduled to work SAMPLE JOB DESCRIPTION 2. FLEX TIME - Nurses often want flexible scheduling to Position Title: Staff Nurse/Nurse I better accommodate their personal lives. Such scheduling options have, infact Definition: The Staff Nurse is a professional nurse become an essential component of the job responsible for rendering holistic nursing care to satisfaction. It resulted in improved patients in assigned areas, the specific functions and attitudes and increased productivity as responsibilities of which depend upon the organizational employees have gained more control over structure of the Nursing Service/Department/ Division. their work environment Qualification Requirements: 3. THE WEEKEND ALTERNATIVES - Nurses work two 12 hour shifts and are Education: Bachelor of Science in Nursing paid for 40 hours plus benefits. They can use the weekdays for continued education License: Registered Nurse or other personal needs. The weekend Job Summary: The Staff Nurse provides direct nursing scheduled has several variations. Nurses care to patients towards the promotion of health working Monday through Friday have all prevention of diseases, restoration of health, alleviation weekends off of suffering and assisting the dying to face death with 4. PREMIUM DAY WEEKEND dignity and in peace. - Nursing staffing is a scheduling pattern that gives the nurse an extra day off duty, Employment Variables: Professional affiliation with called a premium day, when he/she professional nursing associations. volunteers to work one additional weekend worked beyond those required by SAMPLE JOB DESCRIPTION nurse staffing policy. This technique does Job Relationships: not add directly to hospital costs Source of Workers:: Registered Nurses Promoted to: Senior Nurse/ Nurse 11 Responsible to: Senior Nurse/ Nurse 11 Page 5 of 8 Functions: E. Research and Studies A. Patient Care Management Participates in/initiates nursing research and studies. Utilizes results for improvement of nursing practice. The Staff Nurse shall initiate & perform nursing care services to meet the needs of patients in assigned F. Professional Responsibilities areas/units utilizing the nursing process. Likewise: 1. Takes initiative and responsibility for 1. Assesses the individuals needs for nursing care membership in professional organizations and based on the pts hx, results of physical participates actively in their programs and diagnosis, and laboratory exams activities. 2. Infers correct nursing diagnosis 2. Keeps self professionally updated through 3. Plans/prioritize nursing care activities continuing education. considering overall health needs of the pt, the 3. Updates professional license. extent of his coping abilities including that of his family, his readiness, acceptance, & abilities for DIRECTING self care ▪ The managerial function of directing is like the 4. Institutes nursing intervention consistent with activities of a teacher in a classroom. In order the overall plan of care with special to teach, a teacher has to guide his students, consideration for the pts safety & comfort maintain discipline, inspire them and lead them 5. Executes written, legal prescriptions for to the desired goal. It helps the managers in treatment, therapies, medication including ensuring quality performance of jobs by the hypodermic, intramuscular and intravenous employees and achievement of organisational injections; provided that in intravenous goals. It involves supervision, communication injections, special training shall be required and and providing leadership to the subordinates according to protocol established and motivating them to contribute to their best 6. Provides health teaching to patient, family and of capability significant others so that they may understand ▪ It guides and helps the subordinates to this illness and participate actively in his care complete the given task properly and as per 7. Coordinates patient's care services with schedule. members of the health team. ▪ It provides the necessary motivation to 8. Evaluates/modifies nursing care provided in subordinates to complete the work satisfactorily terms of: and strive to do them best. a. effectiveness and efficiency of nursing ▪ It helps in maintaining discipline and rewarding measures rendered and those who do well. b. feedback from patient/family/significant ▪ Directing involves supervision, which is others. essential to make sure that work is performed 9. Conducts discharge planning with patient, according to the orders and instructions. family and health team. Refers to community ▪ Different people perform different activities in health agencies as needed. the organisation. All the activities are 10. Documents accurately the observations and interrelated. In order to co-ordinate the activities services rendered to the patients. carried out in different parts and to ensure that they are performed well, directing is important. B. Hospital and nursing Service Policies and It thus, helps to integrate the various activities Regulations and so also the individual goals with organisational goals. 1. Observes hospital and nursing service rules, ▪ Directing involves leadership that essentially regulations and policies. helps in creating appropriate work environment 2. Interprets to patients, family and visitors the and build up team spirit. rules, regulations and policies that affect their. ELEMENTS C. Learning Experiences of Nursing and Midwifery Students 1. COMMUNICATION 2. SUPERVISION 1. Coordinates with Clinical Instructors the 3. MOTIVATION activities of the affiliating students such as 4. LEADERSHIP helping select patient assignments to enhance learning experiences particularly on patient ❖ COMMUNICATION care. - process of transmitting ideas, 2. Demonstrates good nursing in the way he or information, attitudes (images which we she cares for patients. He or she also acts as have formulated for ourselves) by the use role model to the students. of symbols, words, pictures, figures from D. Orientation of Non-Professional Workers in the the source (who is the originator of the Unit message) to a receiver, for the purpose of influencing with intent”. So communication 1. Participates in the orientation of new, non- is considered as a process through which professional nursing personnel. senders and receivers of messages interact in a given social context - Page 6 of 8 IMPORTANCE OF COMMUNICATION ❖ MOTIVATION Motivation is one of the important Communication helps employees to elements of directing. Issuance of proper understand their role clearly and perform instructions or orders does not necessarily effectively. It helps in achieving co-ordination and mutual ensure that they will be properly carried understanding which in turn, leads to industrial out. It requires manager to inspire or harmony and increased productivity. induce the employees to act and get the Communication improves managerial efficiency expected result. and ensures cooperation of the staff. Basically, motivation is directed towards Effective communication helps in moulding goals and prompt people to act. attitudes and building up employees’ morale. It is a force that inspire a person at work to Communication is the means through which intensify his willingness to use the best of delegation and decentralisation of authority is his capability for achievement of specify successfully accomplished in an organization objectives. It may be in the form of incentives like ❖ SUPERVISION financial (such as bonus, commission etc.) After the employees have been instructed regarding what they have to do and how to do, or, non-financial (such as appreciation, it is the duty of the manager to see that they words of encouragement, etc.) perform the work as per instructions. This is It could be positive or negative known as supervision. Managers play the role IMPORTANCE OF MOTIVATION of supervisors and ensure that the work is done as per the instructions and the plans. With proper motivation there can be maximum Supervisors clarify all instructions and guide utilisation of the factors of production like men, employees to work as a team in co-operation money, material etc.; with others. Supervisors solve most of the If employees are motivated it will reduce routine job-related problems of subordinate Supervisors are the key people among employee turnover and absenteeism; managers at different levels. They are the link Motivation fosters a sense of belongingness between the top and middle management and among the employees towards the organisation the workers. Take, for example, the foreman of and also improves their morale; the factory or the office superintendent in the Motivation helps in reducing the number of office. Both of them are members of the complaints and grievances. The wastage and management team, and are in direct contact accident rate also come down; with operatives in the workshop and clerical With proper motivational techniques staff in the office. They are the mouthpiece of management can attract competent and best management for communicating its ideas, quality employees plans and policies to the workers and employees. ❖ LEADERSHIP At the same time, they have to play the role of While motivation is the process through principal spokesmen of their subordinates to communicate their feelings and grievances to which employees are made to contribute the management. Thus, it is only the supervisor voluntarily to work, leadership is the ability who, as a member of the management team, is to persuade and motivate others to work in capable of developing links to workers. a desired way for achieving the goal. Thus, a Supervisors are expected to maintain the best person who is able to influence others and and friendly relations with their seniors as well make them follow his instructions is called a as with the workers and enjoy the trust and leader. For example, in an organisation the confidence of both management and operation management decides to install some new machines to which the workers are resisting IMPORTANCE OF SUPERVISION IMPORTANCE OF LEADERSHIP Clarifies orders and instructions issued to subordinates and ensures that they have Leadership improves the performance of the understand and follow these fully; employees. Leaders can motivate the followers Ensures that subordinates have the required to work and thereby increase their performance facilities to perform their jobs; level. Keeps a watch and guides the activities of With continuous support and guidance, leaders subordinates in performing their jobs; are able to build confidence among the Broadens the horizon of his subordinates by followers, thereby increasing speed and making them aware of the wider aspects of their accuracy and decreasing wastage. day-to-day work; With friendly and cooperative efforts the leader Coordinates the work of different subordinates is able to build employees’ morale which in turn under him; contribute to higher productivity. Detects errors and omissions and ensures their Page 7 of 8  CONTROLLING c) PRODUCTIVITY STANDARDS: How ▪ The process of evaluating and regulating much various segments should ongoing activities to ensure that goals are produce achieved. ▪ Controlling is also the task of ensuring that MEASUREMENT OF PERFORMANCES the activities are providing the desired ▪ Measurement of performance is an important result procedure of the control process, the deviations WHY TO CONTROL? can be detected in advance by taking appropriate actions. o Managing people performance ▪ In simple terms, standards are the evaluations o Coping with uncertainty that determine organizations performance is o Detecting Irregularities sufficient or inadequate o Identifying opportunities o Handling complex situations COMPARING MEASURED PERFORMANCE TO SET o Delegation Minimizing STANDARDS o Costs Basis for planning ▪ A standard is the level of activity established to AREAS OF CONTROL serve as a model for evaluating organizational performance. 1. PHYSICAL RESOURCES ▪ Performance evaluated can be for the - Inventory management, quality control, and organization as a whole or for some individuals equipment control. working within the organization 2. HUMAN RESOURCES - Selection and placement, training and TAKING CORRECTIVE ACTION development, performance appraisal, and ▪ After the actual performance has been compensation. measured and compared with the established 3. INFORMATION RESOURCES standards, the next step is to take corrective - Sales and marketing forecasts, action if necessary. environmental analysis, public relations, ▪ Corrective action is managerial activity aimed at production scheduling, and economic bringing organizational mistakes that hinder forecasting. organizations performance. 4. FINANCIAL RESOURCES ▪ Before taking corrective actions, managers - Managing capital funds and cash flow, should make sure that the standards are collection and payment of debts. properly established and that their measurements of performance are valid and reliable CHARACTERISTICS OF EFFECTIVE CONTROL 1. INTEGRATION WITH PLANNING - the more control is linked to planning, the more effective the control system. 2. FLEXIBILITY - the control system must be flexible enough to accommodate change. 3. ACCURACY - inaccurate information results in bad decision making and inappropriate managerial actions. 4. TIMELINESS ESTABLISHMENT OF STANDARDS - A control system should provide information as often as necessary. ▪ Plans can be considered as the criteria or the 5. OBJECTIVITY standards against which we compare the actual - A control system must be free from bias and performance in order to figure out the distortion differences. ▪ Standards could be set on the basis of: a) PROFITABILITY STANDARDS: How much company would like to make as FROM EVERY WOUND, A SCAR IS BORN, profit over a given period of time. A REMINDER OF STRENGTH b) MARKET POSITION STANDARDS: Standards indicate the share of total A REMINDER OF YOU sales in the market. Page 8 of 8