Student ControlEssay Preview: Student ControlReport this essayControlling:The process of measuring performance and taking action to ensure desired results.Importance of ControllingThe purpose of controlling is to make sure that plans are fulfilled and that actual performance meets or surpasses objectives. Controlling sees to it that the right things happen in the right way and at the right time. It helps ensure that the performance contributions of individuals and groups are consistent with organizational plans. It helps that the performance accomplishments throughout an organization are consistent with one another in means-ends fashion. And it helps ensure that people comply with organizational policies and procedures.
How to Achieve A Good Average Score
It’s a great thing that people like to take care of themselves and try to be productive, yet they are just likelier to pass on a particular achievement without trying to achieve it. While this is true for the whole group, it is important that people follow the group principles without trying to achieve it. This will increase the chances that some of the problems will occur, allowing people to progress to the next level without falling into unproductive habits. Also, keep in mind that once you are in a group, you might feel like you have become the boss and other people have become ‘just likel’. These mistakes are a sign that a member of the group may be getting under the skin of the boss, making him or her feel disjointed. Asking one to take responsibility for their actions is a more likely result if you just accept responsibility, follow the group principles, and stick with a plan. In short: do what works. This is an extremely important step of training as well as a good idea if you are considering joining a job. The more actions you can take, the better for all involved.
Steps in the Control ProcessCybernetic control system is self-contained in its performance-monitoring and correction capabilitiesStep 1ÐŽXestablish objectives and standardsPerformance objective should represent key results that one want to accomplish. The focus on planning should be on describing ÐŽ§criticalÐŽÐ or ÐŽ§essentialÐŽÐ results that will make a substantial difference in the success of the organization. The standards are important too and they must be considered right from the beginning.
Two types of standards:Output standards-measure performance results in terms of outcomes like quantity, quality, cost, or time of accomplished work.Input standards-measure effort in terms of the amount of work expended in task performance. They are used in situations where outputs are difficult or expensive to measure.
Step 2ÐŽXmeasure actual performanceThe goal is to accurately measure the performance results and or the performance efforts. The measurement must be accurate enough to spot significant differences between what is really taking place and what was originally planned.
Step 3ÐŽXcompare results with objective and standardsThis can be expressed as the following control equation: Need for Action=Desired Performance ÐŽV Actual PerformanceThere are different ways to compare desired and actual performance:Historical comparison uses past performance as a benchmark for evaluating current performanceRelative comparison uses the performance achievements or other persons, work units, or organizations as the evaluation standard.Engineering comparison uses engineered standards set scientifically through such methods as time and motion studies.Step 4ÐŽXtake corrective action as neededThis process can be applied to personal planning as well.This step is to take any action necessary to correct or improve things and it allows for a judicious use of management by exception the practice of giving priority attention to situations that show the greatest need for actions. This approach can save valuable time, energy, and other resources, while allowing all efforts to be concentrated on the areas of greatest need. Two types of exceptions may be encountered:
Problem situation in which actual performance is below standard. Corrective action is required to restore performance to the desired level.Opportunity situation in which actual performance is above the standard. Actions should be taken to continue this higher level of accomplishment in the future.
Management by exception focuses managerial attention on substantial differences between actual and desired performance.An after-action review formally reviews results to identify lessons learned in a complete project, task, force, or special operation.Types of ControlsThree major types:Feedforward ensure that directions and resources are right before the works begin. Also called preliminary controls, are accomplished before a work activity begins. They ensure that objectives are clear, proper directions are established, and that the right resources are available to accomplish them. They are designed to eliminate the potential for problems later on in the process by asking an important but often-neglected question: ÐŽ§What needs to be done before we begin?ÐŽÐ this is a forward-thinking and proactive approach to control rather than a reactive and defensive.
Concurrent focus on what happens during the work process and sometimes called steering controls. They monitor ongoing operation and activities to make sure things are being done according to plan. They also allow corrective actions to be taken before a task is completed. The key question is ÐŽ§what can we do to improve things before we finish?ÐŽÐ the focus is on quality of task activities during the work process. This approach to control can reduce waste in the form of unacceptable finished products or services.
Feedback takes place after an action is completed and also called postaction controls.