Controlling function management pdf

How did we perform? The Wall Street Journal reported in that Foxconn installed safety nets outside of their Hebei, China factory after 10 employees jumped to their death. Reports indicate that employees live in dorms outside the plant in terrible conditions.

This represents a feedback control process because their nets were an attempt to curb the death problem. This is a good example of feedback control, but not necessarily good management. We have reviewed that control has a specific process to follow, and that process can be executed at several stages during the execution of the gameplan. What needs to be further explored are the types of control processes that managers have at their disposal. The basic definition of control is that we want to make sure we are on track and to guide the plan.

Most control processes under this framework are formal mechanism, meaning management puts specific processes in place that everyone can see and track. These would include bureaucratic and market control processes. However, some control processes are considered informal, known as clan control.

Bureaucratic control is an official policy or rule implemented in the organization that is derived from the legitimate authority of the manager. Bureaucratic controls would include examples such as requiring daily reports on progress or inventory reconciliations. It could include establishing sales revenues projections, and implementing reward systems around this metric. It would include establishing protocols regarding the safety of heavy equipment operation or floor manufacturing at a factory.

Market control is the use of external information to serve as a standard or metric against which to measure internal progress. Consider the following example. Prior to launching the product, they decide to bring in a consumer focus group to provide feedback on the design. This feedback compels the team to make some minor tweaks prior to product launch. This team has used an external element, that being the opinions of consumers, to make sure they progress towards their goal of a successful launch.

Finance and trading organizations regularly used external controls around which to make decisions on which assets to divest, and in which assets to invest. Clan control consists of any form of informal influence that an organization has on an individual that directs them toward the goals of the organization.

Clan control can derive from the cultural values and beliefs of the organization that influence behavior. Clan control can also be a more direct influence in the form of peer pressure. Consider the example of an organization that places high value on integrity. Jane is an accounting professional within the organization that refuses to violate a small section of the tax code in an area where the language of the tax code is gray.

She decides to act on the conservative side and behave with integrity because she knows that her decision aligns with the personal values of her team leader, and if her integrity were questioned, she would be less esteemed by her peers. One final note on clan control is that it can wield either a positive or a negative influence on members of the organization. There is a final aspect of the control process that needs to be explored. At what point does a manager put too many control mechanisms in place.

There is a range of control mechanisms that can be used — too few and the manager would not be successfully monitoring or guiding progress, too many and the employees will feel like they are being micromanaged. A manager that puts too many control processes in place exposure the organization to lower levels of commitment, higher turnover, and more job stress among members of the organization Bozeman, et al.

A manager has to appropriately balance the use of too much control and not enough control. There is a gray area that managers might consider a reasonable level of control.

Figure 8. The balance between too much and too little is a complex one. More difficult yet, some employees might need more control, and others might need less control. On the right side of the control range, you might put more control mechanisms in place for employees who are new to the job. They are not experienced in the task that needs to be completed, so you need to monitor their performance so that you can give them feedback.

The right side might include an employee who is engaged in a dangerous task such as operating heavy equipment, or flying an airplane. Think of all the checklists even experienced commercial pilots go through before turning on the aircraft.

Each of these steps are control processes lights and indicators showing avionics, mechanical performance, etc. On the right side of the range might also include those who are making decisions with serious consequences such as profitability. For example, a company sending in a bid on a major project worth millions of dollars might have extra oversight to make sure the bid is done properly. The more serious the consequences, the more to the right on the control range the manager should consider.

Finally, the right side of the control range should also be used when the task is brand new to the organization. How an organization responds to these events is one they have never experienced. Any strategy to deal with these situations might warrant more control processes to ensure its success. On the left side of the range you might put someone performing routine tasks or those that would result in low consequences if done incorrectly. On the left side would also include monitoring the performance of individuals who have proven themselves through previous performance.

Monitoring their behavior or guiding their work would give them the feeling of micromanagement. In the discussion on feedback control, we reviewed the Foxconn response to employee suicides. This is clearly a feedback control mechanism but not good management. How can they use the control function of management differently to work on the heart of this problem?

For the outside resource and the personal story you should use the sandwich technique. Good writing is not just about how to include these materials, but about how to make them flow into what you are saying and really support your argument. The sandwich technique allows us to do that.

It goes like this:. Step 1: Provide a sentence that sets up your outside resource by answering who, what, when, or where this source is referring to. Bateman, T. M: Management 3rd ed. Journal of Applied Social Psychology, 31 3 , Journal of Change Management, 18 2 , Innovar, 24 53 , The Four Functions of Management by Dr. Robert Lloyd and Dr. Skip to content The purpose of this chapter is to: 1 Introduce the control process 2 Discuss the time and types of control processes 3 Explore the overuse or underuse of the control function.

For each of these answers you should provide three elements. General Answer. Give a general response to what the question is asking, or make your argument to what the question is asking.

Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions.

Controlling is an end function- A function which comes once the performances are made in confirmities with plans. Controlling is a pervasive function- which means it is performed by managers at all levels and in all type of concerns. Controlling is forward looking- because effective control is not possible without past being controlled. Controlling always look to future so that follow-up can be made whenever required.

Controlling is a dynamic process- since controlling requires taking reviewal methods, changes have to be made wherever possible. Controlling is related with planning- Planning and Controlling are two inseperable functions of management.