What is controlling and why is it important
Define Controlling
Management function that involves
monitoring, comparing, and correcting
work performance
Define the term "Control process"
A three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards
Define Organizational performance
organizational performance is the accumulated results of all the organization’s work activities
The term to describe a manager who is in the work area interacting with employees is?
Management by walking around
Which contemporary issues deals with taking of company property by employee for personal use?
Employee theft
Why is controlling important?
it’s the only way that managers know whether organizational goals are being met and, if not, the reasons why.
name the three steps of the control process
step 1. Measuring Actual Performance
step 2. Comparing Actual Performance Against Standard
step 3. Taking Managerial Action
The amount of goods or services produced divided by the inputs needed to generate that output is called:
productivity
A system used to provide management with needed information on a regular basis is?
Management Information System
A system used to govern cooperation so that the interest of corporate owner is protected is known as:
corporate governance
Name the 4 components of the planning-controlling link
Planning, Organizing, Leading, Controlling
___________ corrects problems at once to get performance back on track and ____________ looks at how and why performance deviated before correcting the source of deviation.
a. Punishing; basic corrective action
b. immediate corrective action; basic corrective action
c. punishing; observing
d. immediate corrective action; observing
b. immediate corrective action; basic corrective action
A measure of how appropriate organizational goals are and how well those goals are being met is called
a. effectiveness b. organizational effectiveness
c. manager satisfaction d. goal effectiveness
b. organizational effectiveness
What are the four tools use to measure organizational performance?
1. Feed forward control
2. Concurrent control
3. Management by walking around
4. Feedback control
What are the different contemporary issues in controlling?
Cross-culture difference, employee theft, workplace privacy and controlling customer’s interactions
complete the old saying "The best-laid plans often go ______________."
a. as planned b. awry
c. to waste d. none of the above
b. awry
Explain 2 of the 3 steps on the control process
Step 1: Measuring Actual Performance
To determine what actual performance is, a manager must first get information about it. Thus, the first step in control is measuring.
Step 2: Comparing Actual Performance Against
the Standard
The comparing step determines the variation between actual performance and the standard. Although some variation in performance can be expected in all activities, it’s critical to determine an acceptable range of variation. Deviations outside this range need attention.
Step 3: Taking Managerial Action
Managers can choose among three possible courses of action: do nothing, correct the actual performance, or revise the standards. Because “do nothing” is self-explanatory, let’s look at the other two.
what is disciplinary actions?
Actions taken by a manager to enforce the organization’s work standards and regulations
What are the types of control?
Feed forward control
Concurrent control
Feedback control
This concept influence how employee deals with customers and it is used to rank its customers who are completely stratified based on the last experience. It service sequence is from the employee to customer to profit. This is known as _________
Service profit chain
who is the author of the book: Management?
Stephen P. Robin and Marry Coulter
explain the 3 control process
Step 1: Measuring Actual Performance
To determine what actual performance is, a manager must first get information about it. Thus, the first step in control is measuring.
Step 2: Comparing Actual Performance Against
the Standard
The comparing step determines the variation between actual performance and the standard. Although some variation in performance can be expected in all activities, it’s critical to determine an acceptable range of variation. Deviations outside this range need attention.
Step 3: Taking Managerial Action
Managers can choose among three possible courses of action: do nothing, correct the actual performance, or revise the standards. Because “do nothing” is self-explanatory, let’s look at the other two.
Name our group member.
Zahid Castaneda
Wendy Gordon
Eduardo Guzman
Marissa Flowers
Kyrah McDouglas
__________ measures a company’s performance in four areas:
1. Financial
2. Customer
3. Internal processes
4. People/innovation/growth assets
Balanced Scorecard
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