Chapter 12 Notes - Controlling PDF

The Control Process ​ Process of measuring performance and taking action to ensure desired results ​ Has a positive and necessary role in the management process (control should lead to a good outcomes) ​ Maintain active contact with (good information) 4 Steps in Control Process: 1...

The Control Process ​ Process of measuring performance and taking action to ensure desired results ​ Has a positive and necessary role in the management process (control should lead to a good outcomes) ​ Maintain active contact with (good information) 4 Steps in Control Process: 1.​ Set objectives and standards ○​ Output Standards: ​ Measure performance results in terms of quantity, quality, cost, or time ​ Example: ​ number of customers served/ products produced in a time period ​ Percentage error rate ○​ Input Standards: ​ Measure work efforts that go into a performance task ​ Example: ​ efficiency in use of resources ​ Work attendance or punctuality 2.​ Measure actual performance ○​ To accurately measure results on output and/ or input standards is needed ○​ Effective control requires accurate measurements to see if there is a difference between what was planned and what is happening 3.​ Compare results with objectives and standard s ○​ Need for action = Desired performance - Actual performance ○​ Comparisons can be made on a: ​ Historical basis (past years) ​ Relative basis (compare to benchmarks) ​ Engineering basis (scientific/ mathematical standards) 4.​ Take corrective action ○​ Take action when discrepancies exist between desired and actual performance ○​ Problem situations: ​ Performance is less than desired results ​ Must be understood so corrective action can take place ○​ Opportunity situations: ​ Where performance is higher than expected ​ Must be understood with the goal of increasing the high level of performance in the future Types of Control Burger example: ​ Feedforward control = before the food is eaten ​ Concurrent control = when the food is being eaten ​ Feedback control = when the food is finished Feedforward: -​ Used before the work activity begins -​ Ensures that: -​ Objectives are clear -​ Proper directions are established -​ Right resources are available -​ Focus on quality of resources -​ Example: ensure suppliers provide product meeting strict specifications -​ Ie. bun texture, colour, etc. Concurrent: -​ Used while the work activity is taking place -​ Monitor operations to ensure work is done according to plan -​ Can reduce waste in unacceptable finished products or services -​ Example: supervisors trained to take action when something is done right or when problem occurs Feedback: -​ Used after work is completed -​ Focus on quality of end result -​ Provide useful information for improving future operations -​ Example: provide a survey to customers to complete regarding their experience