Controlling Types of Control

Feedforward Control

A of control that focuses

Type preventing anticipated problems since it takes
-

Control on
place
The process of activities to that being accomplished
-

monitoring ensure they are as in advance of the actual work activity

.

planned and of correcting any significant deviations Concurrent Control

A type of control that takes place while work activity is in

a
progress.
Three Approaches Control
to System Feedback Control
Market Control A
type
·

of control takes
-

place after a work activity is done

.

An control that emphasizes the of external market mechanism to establish

appoarch to use

the standards used in the control system

. Quaities of effective control
an systems
Bureauratic Control
Economy
·

An apprach to control that emphasizes organizational authority and relies An effective control economical to
on
system must be operate
administrative rules regulations procedures and policies Flexibility
·

, , ,

Clan Control An effective

-

control system is flexible enough adjust to and

to change opportunities
An approach to control in which employee behavior is
regulated by the shared values Understandability
·

norms , traditions rituals beliefs and other aspect of the organization's culture
. An effective control be understood by
-

, , ,
system can users.

Timeliness
·

Control Process An effective

-

control
system provides timely information

A three step process including measuring actual performance comparing actual Accuracy
-

performance against a standard , and taking managerial action to correct deviations An effective control system is reliable and produces valid data.

inadequate standards. Emphasis Expectations

·

or on

(MBWA) Becauses
Management by Walking Around managers cant control all activities ,
control devices should call attention only
A term is out in the to the exceptions
used to describe Work
interacting directly
-

when a
manager area ,

with and information about what's Reasonable Criteria

employee , exchanging going .
on

Control standard
-

must be reasonable and attainable

Four Common sources of Information Strategic Placement

Personal Observations Since

managers can't control
everything they
,
must choose those factors that are strategic
To get first hand intimate to the
, knowledge of actual work activities organization's performance

Statistical Reports ·

Corrective Action

The widespread An effective control system

statistical data not only indicates significant deviations but suggest
-

of computers managers led to increasing also

use , rely on

Oral Reports appropriate corrective action.

-Through meetings telephone calls Multiple Criteria

·

conferences , ,
one-on-one convo , or .

Written Reports Multiple decrease tendencies towards

-

measures a narrow focus

.

These are slow but formal first-hand and secondhand reports. Emphasis Expectations
·

a more than on

Because control all activities call

managers cant control devices should
-

, attention only

Taking Managerial Action to the exceptions .

ImmediateCorrective Action

-Correction action that corrects problems at back track Workplace privacy

once to get performance on

Emails Phones and Personal

Basic Corrective Action Privacy
-

Corrective Action that looks at how Employee theft

-

and why performance deviated and then proceeds

to correct the deviation. Any unauthorized taking of property by employees for their personal
-

source of company use

Revise the
Standard Workplace violence

Its possible that the variance Gunning down of co-workers in the office and other related violence.
-

result of
-

was a UnREALISTIC STANDARD· Goal might too

HIGH or too LOW

.