MODULE-05

Organizational Control
Organizational Control
Managers monitor and regulate how efficiently
and effectively an organization and its members
are performing the activities necessary to
achieve organizational goals
Organizational Control
Managers must monitor and evaluate:
Is the firm efficiently converting inputs into outputs?
Are units of inputs and outputs measured
accurately?
Is product quality improving?
Is the firms quality competitive with other firms?
Are employees responsive to customers?
Are customers satisfied with the services offered?
Are our managers innovative in outlook?
Does the control system encourage risk-taking?
According to Henry Fayol

Control of an undertaking consists of seeing
that everything is being carried out in
accordance with the plan which has been
adopted, the orders which have been given,
and the principles which have been laid down.
Its object is to point out mistakes in order so
that they may be rectified and prevented from
recurring.

According to Koontz
Controlling is the measurement and correction
of performance in order to make sure that
enterprise objectives and the plans devised to
attain them are accomplished.

Characteristics of Control

Control is a continuous process
Control is a management process
Control is embedded in each level of
organizational hierarchy
Control is forward looking
Control is closely linked with planning
Control is a tool for achieving organizational
activities

The Organizational Control Process

The control process involves carefully
collecting information about a system,
process, person, or group of people in order to
make necessary decisions about each.
Control Process
Managers set up control systems that consist of
four key steps:

1. Establish standards to measure
performance.
2. Measure actual performance.
3. Compare performance with the
standards.
4. Take corrective actions.
Establish standards to measure performance.
Within an organization's overall strategic
plan, managers define goals for
organizational departments in specific,
operational terms that include standards
of performance to compare with
organizational activities.
Measure actual performance.
Most organizations prepare formal reports of
performance measurements that managers
review regularly.
These measurements should be related to the
standards set in the first step of the control
process. For example, if sales growth is a
target, the organization should have a means
of gathering and reporting sales data.
Compare performance with the standards.
This step compares actual activities to performance
standards.
When managers read computer reports or walk
through their plants, they identify whether actual
performance meets, exceeds, or falls short of
standards.
Typically, performance reports simplify such
comparison by placing the performance standards for
the reporting period alongside the actual performance
for the same period and by computing the variance
that is, the difference between each actual amount and
the associated standard.

Take corrective actions.
When performance deviates from standards,
managers must determine what changes, if any,
are necessary and how to apply them.
In the productivity and quality- centered
environment, workers and managers are often
empowered to evaluate their own work.
After the evaluator determines the cause or
causes of deviation, he or she can take the fourth
stepcorrective action.
The most effective course may be prescribed by
policies or may be best left up to employees'
judgment and initiative.



Types of control
A.Feed forward
B. Feedback
C. Concurrent


Three Types of Control
Feed forward Controls

Feed forward control focuses on the regulation of inputs
(human, material, and financial resources that flow into the
organization) to ensure that they meet the standards necessary
for the transformation process.

Feed forward controls are desirable because they allow
management to prevent problems rather than having to cure
them later. Unfortunately, these control require timely and
accurate information that is often difficult to develop.

Feed forward control also is sometimes called preliminary
control, pre control, preventive control, or steering control.
Concurrent Controls

Concurrent control takes place while an
activity is in progress.
It involves the regulation of ongoing
activities that are part of transformation
process to ensure that they conform to
organizational standards.
Concurrent control is designed to ensure
that employee work activities produce
the correct results.
Feedback Controls

This type of control focuses on the outputs of the
organization after transformation is complete.

Sometimes called post action or output control,
fulfils a number of important functions.

For one thing, it often is used when feed forward
and concurrent controls are not feasible or are to
costly.
Effective Organizational Control Systems

The management of any organization must develop a control system
tailored to its organization's goals and resources.

Effective control systems share several common characteristics. These
characteristics are as follows:

A focus on critical points. For example, controls are applied where failure
cannot be tolerated or where costs cannot exceed a certain amount. The
critical points include all the areas of an organization's operations that
directly affect the success of its key operations.

Integration into established processes. Controls must function
harmoniously within these processes and should not bottleneck operations.

Acceptance by employees. Employee involvement in the design of
controls can increase acceptance.


Availability of information when needed. Deadlines, time needed to
complete the project, costs associated with the project, and priority needs
are apparent in these criteria. Costs are frequently attributed to time
shortcomings or failures.

Economic feasibility. Effective control systems answer questions such as,
How much does it cost? What will it save? or What are the returns on
the investment? In short, comparison of the costs to the benefits ensures
that the benefits of controls outweigh the costs.

Accuracy. Effective control systems provide factual information that's
useful, reliable, valid, and consistent.

Comprehensibility. Controls must be simple and easy to understand.